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  • [Solved] Business Finance – Operations Management MKT 300 Assignment Week 4 Milestone 2 Marketing Plan Outline

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) see attached **files (1)** – ## MKT-300C1MarketingManagementAssignmentsWeek4Milestone2MarketingPlanOutline.odt **## MKT-300C1MarketingManagementAssignmentsWeek4Milestone2MarketingPlanOutl…

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

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    **files (1)**

    – ## MKT-300C1MarketingManagementAssignmentsWeek4Milestone2MarketingPlanOutline.odt

    **## MKT-300C1MarketingManagementAssignmentsWeek4Milestone2MarketingPlanOutline.odt**

    **MKT-300-C1: Marketing Management Assignments Week 4 — Milestone 2: Marketing Plan Outline**

    ## Week 4 — Milestone 2: Marketing Plan Outline

    **100 Points**

    Due Date: Sun, Oct 04, 2:59 AMClose Requirement: Up to 1 file allowed

    100 points · One PDF per student, 2–3 pages · Due Saturday by 11:59 PM PT

    Build the structural skeleton of your Final Marketing Plan.

    An outline is a hierarchical structure that puts the major components of a marketing strategy in a logical sequence. At this stage, you are establishing structure and flow — you are NOT writing the plan itself yet. You will fill these sections in over the milestones that follow.

    Do NOT write content into the sections, and do NOT add data, analysis, or narrative paragraphs. You are producing a scaffold.

    ### THE REQUIRED STRUCTURE

    Your outline must follow this seven-part structure. It mirrors the marketing planning process from Chapter 3: mission and goals, situation analysis, objectives, strategy, tactics, implementation, control. Each stage depends on the one before it.

    1. Executive Summary

    1. Situation Analysis 2.1 Company and offering background 2.2 Macro-environment (PESTLE) 2.3 Competitive analysis 2.4 Customer and market analysis 2.5 SWOT

    1. Marketing Objectives

    1. Target Market and Positioning 4.1 Segmentation 4.2 Target market selection 4.3 Positioning statement

    1. Marketing Mix Strategy 5.1 Product 5.2 Price 5.3 Place / distribution 5.4 Promotion

    1. Implementation 6.1 Action steps and responsibilities 6.2 Timeline 6.3 Budget

    1. Control and Evaluation 7.1 Metrics 7.2 Monitoring and review points 7.3 Contingencies

    You may add sub-sections where your topic needs them. You may NOT remove top-level sections — if one seems irrelevant to your offering, keep it and note why it will be brief.

    ### WHAT TO SUBMIT

    Three things:

    1. **Your adapted outline:** The structure above, reworked for your specific topic. Rename sub-sections to name your actual company, product, competitors and market rather than leaving generic labels. An outline that could belong to any team has not been adapted.

    1. **A scoping note under each top-level section:** One or two lines saying what will go in that section — not the content itself. For example, under 2.3 Competitive analysis: "Three direct competitors and two substitutes; price and channel comparison; where we are weakest." This is how you show you understand what each section is for.

    1. **A milestone map:** A short table showing which milestone feeds which section of the outline. Some sections will be filled by work you have already done; some by milestones still ahead; a few by neither, which you will write at the end. Knowing which is which now saves you a scramble later.

    ### WHAT LOSES MARKS

    – An outline copied without adaptation — Generic headings with no sign of your company, product or market.

    – Content written into the sections — You were asked for structure. Paragraphs of analysis here are premature and will need rewriting.

    – Sections dropped silently — If a section will be short, say so. Do not delete it.

    – A flat list — An outline is hierarchical. Sub-sections should sit visibly under their parents.

    – No milestone map — This section's inclusion is absolutely non-negotiable.

    Treat this as a living framework. It should evolve as your understanding of the market, customers, competitors and strategy deepens, but the stronger the structure now, the less rework later.

    ### SUBMISSION AND AI USE

    Submission — One PDF per student. Bullets and short paragraphs are preferred over continuous prose.

    AI use — limited and transparent. You may use AI tools for support: reviewing what a standard marketing plan structure contains, organising your headings, or checking clarity. You may not use AI to generate the outline structure or make structural decisions on your team's behalf. The judgement must be your team's.

    If you use AI, add two or three sentences at the end describing how. You will not be penalized for disclosing. If you didn't use AI for this assignment, include a sentence saying so.

    **Grading Criteria**

    **Points**

    Structure and Sequence

    **30**

    Adaptation to the Team's Topic

    **25**

    Scoping Notes

    **20**

    Milestone Map

    **10**

    Presentation

    **15**

    **## MKT-300C1MarketingManagementAssignmentsWeek4Milestone2MarketingPlanOutline.odt**

    **MKT-300-C1: Marketing Management Assignments Week 4 — Milestone 2: Marketing Plan Outline**

    ## Week 4 — Milestone 2: Marketing Plan Outline

    **100 Points**

    Due Date: Sun, Oct 04, 2:59 AMClose Requirement: Up to 1 file allowed

    100 points · One PDF per student, 2–3 pages · Due Saturday by 11:59 PM PT

    Build the structural skeleton of your Final Marketing Plan.

    An outline is a hierarchical structure that puts the major components of a marketing strategy in a logical sequence. At this stage, you are establishing structure and flow — you are NOT writing the plan itself yet. You will fill these sections in over the milestones that follow.

    Do NOT write content into the sections, and do NOT add data, analysis, or narrative paragraphs. You are producing a scaffold.

    ### THE REQUIRED STRUCTURE

    Your outline must follow this seven-part structure. It mirrors the marketing planning process from Chapter 3: mission and goals, situation analysis, objectives, strategy, tactics, implementation, control. Each stage depends on the one before it.

    1. Executive Summary

    1. Situation Analysis 2.1 Company and offering background 2.2 Macro-environment (PESTLE) 2.3 Competitive analysis 2.4 Customer and market analysis 2.5 SWOT

    1. Marketing Objectives

    1. Target Market and Positioning 4.1 Segmentation 4.2 Target market selection 4.3 Positioning statement

    1. Marketing Mix Strategy 5.1 Product 5.2 Price 5.3 Place / distribution 5.4 Promotion

    1. Implementation 6.1 Action steps and responsibilities 6.2 Timeline 6.3 Budget

    1. Control and Evaluation 7.1 Metrics 7.2 Monitoring and review points 7.3 Contingencies

    You may add sub-sections where your topic needs them. You may NOT remove top-level sections — if one seems irrelevant to your offering, keep it and note why it will be brief.

    ### WHAT TO SUBMIT

    Three things:

    1. **Your adapted outline:** The structure above, reworked for your specific topic. Rename sub-sections to name your actual company, product, competitors and market rather than leaving generic labels. An outline that could belong to any team has not been adapted.

    1. **A scoping note under each top-level section:** One or two lines saying what will go in that section — not the content itself. For example, under 2.3 Competitive analysis: "Three direct competitors and two substitutes; price and channel comparison; where we are weakest." This is how you show you understand what each section is for.

    1. **A milestone map:** A short table showing which milestone feeds which section of the outline. Some sections will be filled by work you have already done; some by milestones still ahead; a few by neither, which you will write at the end. Knowing which is which now saves you a scramble later.

    ### WHAT LOSES MARKS

    – An outline copied without adaptation — Generic headings with no sign of your company, product or market.

    – Content written into the sections — You were asked for structure. Paragraphs of analysis here are premature and will need rewriting.

    – Sections dropped silently — If a section will be short, say so. Do not delete it.

    – A flat list — An outline is hierarchical. Sub-sections should sit visibly under their parents.

    – No milestone map — This section's inclusion is absolutely non-negotiable.

    Treat this as a living framework. It should evolve as your understanding of the market, customers, competitors and strategy deepens, but the stronger the structure now, the less rework later.

    ### SUBMISSION AND AI USE

    Submission — One PDF per student. Bullets and short paragraphs are preferred over continuous prose.

    AI use — limited and transparent. You may use AI tools for support: reviewing what a standard marketing plan structure contains, organising your headings, or checking clarity. You may not use AI to generate the outline structure or make structural decisions on your team's behalf. The judgement must be your team's.

    If you use AI, add two or three sentences at the end describing how. You will not be penalized for disclosing. If you didn't use AI for this assignment, include a sentence saying so.

    **Grading Criteria**

    **Points**

    Structure and Sequence

    **30**

    Adaptation to the Team's Topic

    **25**

    Scoping Notes

    **20**

    Milestone Map

    **10**

    Presentation

    **15**

  • [Solved] Business Finance – Operations Management AI 300 – Assignment 3 Visual Brief Packet

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) see attached **files (1)** – ## AI300AppliedAIandAgentsToolstoSystems1AssignmentsAssignment3VisualBriefPacket.odt **## AI300AppliedAIandAgentsToolstoSystems1AssignmentsAssignment3VisualBr…

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    Assignment Prompt & Instructions

    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    see attached

    **files (1)**

    – ## AI300AppliedAIandAgentsToolstoSystems1AssignmentsAssignment3VisualBriefPacket.odt

    **## AI300AppliedAIandAgentsToolstoSystems1AssignmentsAssignment3VisualBriefPacket.odt**

    AI 300: Applied AI and Agents: Tools to Systems-1 Assignments Assignment 3: Visual Brief Packet

    ## Assignment 3: Visual Brief Packet

    **100 Points**

    Requirement: Up to 1 file allowed

    Workplace visuals made with AI come with three obligations most people skip: getting the image right through iteration, knowing whether you are allowed to use it commercially, and making it accessible to people using screen readers. This assignment makes you practice all three, plus the reverse skill of having AI analyze a visual without inventing things that are not in it.

    ##### Your Task

    Download your program’s Assignment Reference Materials PDF from this assignment’s attachments.

    Find your graduate program in the attached
    **Program Task Briefs** PDF and read your program's visual brief. Then:

    1. Generate the visual assets your brief names, such as a header image, a social media tile, or a diagram. Improve each one at least twice, keeping the earlier versions so the changes are visible. If your brief asks for a chart, dashboard, or slide, the numbers on it must be the real numbers from your program’s Assignment Reference Materials PDF attached to this assignment. Use AI image tools for imagery and diagrams; build number-bearing visuals in a charting or slide tool, with AI helping you design and critique them.

    1. Upload one chart, screenshot, or PDF to an AI tool that accepts files, and have it analyze the file. To keep the AI honest, use this method: first make it quote the exact text or numbers from the file, then let it comment. If it cannot quote it, it should not claim it.

    1. Write alt-text for every image you generated. Alt-text is the short description a screen reader speaks aloud for someone who cannot see the image.

    1. For every asset, record which tool made it, what the tool's license says, and whether commercial use is allowed.

    ##### What to Submit

    _Submit one .docx or .pdf file containing the following sections, in this order:_

    – **Brief:** a copy of your program's visual brief from the attached PDF.

    – **Generated Assets:** each image placed in the document, with a caption naming the tool and the final prompt, and the alt-text written under it.

    – **Image/Document Analysis:** the file you analyzed, the AI's analysis copied word for word, and your quote-then-comment check of it.

    – **Iteration Notes:** what changed between the versions of each asset, and why.

    – **Prompts Used:** every prompt word for word, labeled by asset.

    – **Attribution and Rights Table:** one row per asset: the asset, the tool, the license, and whether commercial use is allowed.

    – **Reflection on Consistency, Attribution, and Accessibility:** 250 words, naming at least one specific accessibility consideration and how you handled it.

    – **AI-Use Statement:** 150 to 250 words answering the four questions below.

    ##### The Four AI-Use Questions

    1. Which AI tools did you use, and at which steps?

    1. What prompts did you type? Include them word for word, or say where they appear in your document.

    1. What did you change in the AI's output, and why?

    1. How did you check that the facts are right? Name at least one thing you checked yourself against a source.

    **Grading Criteria**

    **Points**

    Generated Assets and Iteration. Assesses whether the generated visuals form a cohesive series that answers the brief, with at least two visible improvement steps per asset.

    **30**

    Image and Document Analysis. Assesses whether the AI analysis of the uploaded chart, screenshot, or PDF uses the quote-then-comment method, so every claim is backed by an exact quote from the file.

    **25**

    Rights and Accessibility. Assesses whether every asset names its tool, license, and commercial-use status, and whether every image has alt-text a screen reader could usefully speak.

    **25**

    AI-Use Statement. Assesses whether all four required questions are answered with specifics: the tools used at each step, the prompts word for word or cross-referenced, each change made to the AI output with its reason, and how facts were checked.

    **20**

    **## AI300AppliedAIandAgentsToolstoSystems1AssignmentsAssignment3VisualBriefPacket.odt**

    AI 300: Applied AI and Agents: Tools to Systems-1 Assignments Assignment 3: Visual Brief Packet

    ## Assignment 3: Visual Brief Packet

    **100 Points**

    Requirement: Up to 1 file allowed

    Workplace visuals made with AI come with three obligations most people skip: getting the image right through iteration, knowing whether you are allowed to use it commercially, and making it accessible to people using screen readers. This assignment makes you practice all three, plus the reverse skill of having AI analyze a visual without inventing things that are not in it.

    ##### Your Task

    Download your program’s Assignment Reference Materials PDF from this assignment’s attachments.

    Find your graduate program in the attached
    **Program Task Briefs** PDF and read your program's visual brief. Then:

    1. Generate the visual assets your brief names, such as a header image, a social media tile, or a diagram. Improve each one at least twice, keeping the earlier versions so the changes are visible. If your brief asks for a chart, dashboard, or slide, the numbers on it must be the real numbers from your program’s Assignment Reference Materials PDF attached to this assignment. Use AI image tools for imagery and diagrams; build number-bearing visuals in a charting or slide tool, with AI helping you design and critique them.

    1. Upload one chart, screenshot, or PDF to an AI tool that accepts files, and have it analyze the file. To keep the AI honest, use this method: first make it quote the exact text or numbers from the file, then let it comment. If it cannot quote it, it should not claim it.

    1. Write alt-text for every image you generated. Alt-text is the short description a screen reader speaks aloud for someone who cannot see the image.

    1. For every asset, record which tool made it, what the tool's license says, and whether commercial use is allowed.

    ##### What to Submit

    _Submit one .docx or .pdf file containing the following sections, in this order:_

    – **Brief:** a copy of your program's visual brief from the attached PDF.

    – **Generated Assets:** each image placed in the document, with a caption naming the tool and the final prompt, and the alt-text written under it.

    – **Image/Document Analysis:** the file you analyzed, the AI's analysis copied word for word, and your quote-then-comment check of it.

    – **Iteration Notes:** what changed between the versions of each asset, and why.

    – **Prompts Used:** every prompt word for word, labeled by asset.

    – **Attribution and Rights Table:** one row per asset: the asset, the tool, the license, and whether commercial use is allowed.

    – **Reflection on Consistency, Attribution, and Accessibility:** 250 words, naming at least one specific accessibility consideration and how you handled it.

    – **AI-Use Statement:** 150 to 250 words answering the four questions below.

    ##### The Four AI-Use Questions

    1. Which AI tools did you use, and at which steps?

    1. What prompts did you type? Include them word for word, or say where they appear in your document.

    1. What did you change in the AI's output, and why?

    1. How did you check that the facts are right? Name at least one thing you checked yourself against a source.

    **Grading Criteria**

    **Points**

    Generated Assets and Iteration. Assesses whether the generated visuals form a cohesive series that answers the brief, with at least two visible improvement steps per asset.

    **30**

    Image and Document Analysis. Assesses whether the AI analysis of the uploaded chart, screenshot, or PDF uses the quote-then-comment method, so every claim is backed by an exact quote from the file.

    **25**

    Rights and Accessibility. Assesses whether every asset names its tool, license, and commercial-use status, and whether every image has alt-text a screen reader could usefully speak.

    **25**

    AI-Use Statement. Assesses whether all four required questions are answered with specifics: the tools used at each step, the prompts word for word or cross-referenced, each change made to the AI output with its reason, and how facts were checked.

    **20**

  • [Solved] Business & Finance Week 5 Assignment- Capstone

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    **files (2)** – ## Week5AssignmentInstructions-Capstone.docx – ## Week5LearningResources-Capstone.docx **## Week5AssignmentInstructions-Capstone.docx** **Section 2: Organizational Readiness for Change- Part 1 And Part 2A** For this module’s Assignments, you will continue in the role of a consultant …

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    Assignment Prompt & Instructions

    **files (2)**

    – ## Week5AssignmentInstructions-Capstone.docx

    – ## Week5LearningResources-Capstone.docx

    **## Week5AssignmentInstructions-Capstone.docx**

    **Section 2: Organizational Readiness for Change- Part 1 And Part 2A**

    For this module’s Assignments, you will continue in the role of a consultant who has been hired by the CEO of your selected company to lead a tiger team tasked with addressing issues the organization is facing. You will build on the work you completed in Module 1 and will resume developing your Strategy Playbook for Exceptional Results.

    As a reminder, you should use the same organization you selected in Week 1 and continue developing your narrative based on the problem or issue you identified for the organization. At this stage, you have already analyzed the culture, social and economic climate, and purpose of the organization. Now you will use some of that information, along with the knowledge you have developed throughout this program, to evaluate the current state of the organization. Specifically, your task for this module’s Assignments is to evaluate the health of your selected organization, its needs and opportunities for change, and its readiness for change. As in Module 1 and for the purposes of this exercise, you are at liberty to use your creativity to fill in gaps in the details about the organization. Be sure to consider the different functional areas, or business units, within the organization to ensure you are conducting a thorough assessment.

    This week, you will begin to compile Section 2 of your playbook. Be sure to address the requirements for Parts 1 and 2A and include specific examples (where appropriate) and relevant citations from the Learning Resources or from others throughout the program, the Walden Library, and/or other appropriate academic sources to support your work.

    **To prepare for this Assignment:**

    · Return to your MBAX 6990 Assignment Template to complete Section 2—Part 1 and Part 2A of your strategy playbook.

    **Submit** your 2- to 3-page evaluation of the organization’s health and the need and opportunity for change for the organization, to include the following:

    **Part 1: Evaluating the Health of the Organization**

    · Based on your analysis in Section 1 of the playbook (in which you classified the current organizational culture of your selected organization), assess the health of that organization’s culture. As part of your assessment, describe the influence of culture on morale (both positive and negative).

    · Then, evaluate the overall health of your selected organization. In your evaluation, be sure to do the following:

    · Explain what healthy organization is.

    · Include at least two examples of organizational health demonstrated by the organization.

    · Include any areas in which the organization is demonstrating a lack of health.

    **Part 2A: Evaluating the Need and Opportunity for Change**

    · Describe the characteristics of a successful business. To further support your assertions, research and locate an organization that has achieved success. Identify at least two examples of business practices the organization employs that have helped it achieve success.

    · Based on the characteristics of a successful business that you have identified, analyze the ways in which your selected organization is currently successful. Provide two or more specific examples to support your response.

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **## Week5AssignmentInstructions-Capstone.docx**

    **Section 2: Organizational Readiness for Change- Part 1 And Part 2A**

    For this module’s Assignments, you will continue in the role of a consultant who has been hired by the CEO of your selected company to lead a tiger team tasked with addressing issues the organization is facing. You will build on the work you completed in Module 1 and will resume developing your Strategy Playbook for Exceptional Results.

    As a reminder, you should use the same organization you selected in Week 1 and continue developing your narrative based on the problem or issue you identified for the organization. At this stage, you have already analyzed the culture, social and economic climate, and purpose of the organization. Now you will use some of that information, along with the knowledge you have developed throughout this program, to evaluate the current state of the organization. Specifically, your task for this module’s Assignments is to evaluate the health of your selected organization, its needs and opportunities for change, and its readiness for change. As in Module 1 and for the purposes of this exercise, you are at liberty to use your creativity to fill in gaps in the details about the organization. Be sure to consider the different functional areas, or business units, within the organization to ensure you are conducting a thorough assessment.

    This week, you will begin to compile Section 2 of your playbook. Be sure to address the requirements for Parts 1 and 2A and include specific examples (where appropriate) and relevant citations from the Learning Resources or from others throughout the program, the Walden Library, and/or other appropriate academic sources to support your work.

    **To prepare for this Assignment:**

    · Return to your MBAX 6990 Assignment Template to complete Section 2—Part 1 and Part 2A of your strategy playbook.

    **Submit** your 2- to 3-page evaluation of the organization’s health and the need and opportunity for change for the organization, to include the following:

    **Part 1: Evaluating the Health of the Organization**

    · Based on your analysis in Section 1 of the playbook (in which you classified the current organizational culture of your selected organization), assess the health of that organization’s culture. As part of your assessment, describe the influence of culture on morale (both positive and negative).

    · Then, evaluate the overall health of your selected organization. In your evaluation, be sure to do the following:

    · Explain what healthy organization is.

    · Include at least two examples of organizational health demonstrated by the organization.

    · Include any areas in which the organization is demonstrating a lack of health.

    **Part 2A: Evaluating the Need and Opportunity for Change**

    · Describe the characteristics of a successful business. To further support your assertions, research and locate an organization that has achieved success. Identify at least two examples of business practices the organization employs that have helped it achieve success.

    · Based on the characteristics of a successful business that you have identified, analyze the ways in which your selected organization is currently successful. Provide two or more specific examples to support your response.

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **## Week5AssignmentInstructions-Capstone.docx**

    **Section 2: Organizational Readiness for Change- Part 1 And Part 2A**

    For this module’s Assignments, you will continue in the role of a consultant who has been hired by the CEO of your selected company to lead a tiger team tasked with addressing issues the organization is facing. You will build on the work you completed in Module 1 and will resume developing your Strategy Playbook for Exceptional Results.

    As a reminder, you should use the same organization you selected in Week 1 and continue developing your narrative based on the problem or issue you identified for the organization. At this stage, you have already analyzed the culture, social and economic climate, and purpose of the organization. Now you will use some of that information, along with the knowledge you have developed throughout this program, to evaluate the current state of the organization. Specifically, your task for this module’s Assignments is to evaluate the health of your selected organization, its needs and opportunities for change, and its readiness for change. As in Module 1 and for the purposes of this exercise, you are at liberty to use your creativity to fill in gaps in the details about the organization. Be sure to consider the different functional areas, or business units, within the organization to ensure you are conducting a thorough assessment.

    This week, you will begin to compile Section 2 of your playbook. Be sure to address the requirements for Parts 1 and 2A and include specific examples (where appropriate) and relevant citations from the Learning Resources or from others throughout the program, the Walden Library, and/or other appropriate academic sources to support your work.

    **To prepare for this Assignment:**

    · Return to your MBAX 6990 Assignment Template to complete Section 2—Part 1 and Part 2A of your strategy playbook.

    **Submit** your 2- to 3-page evaluation of the organization’s health and the need and opportunity for change for the organization, to include the following:

    **Part 1: Evaluating the Health of the Organization**

    · Based on your analysis in Section 1 of the playbook (in which you classified the current organizational culture of your selected organization), assess the health of that organization’s culture. As part of your assessment, describe the influence of culture on morale (both positive and negative).

    · Then, evaluate the overall health of your selected organization. In your evaluation, be sure to do the following:

    · Explain what healthy organization is.

    · Include at least two examples of organizational health demonstrated by the organization.

    · Include any areas in which the organization is demonstrating a lack of health.

    **Part 2A: Evaluating the Need and Opportunity for Change**

    · Describe the characteristics of a successful business. To further support your assertions, research and locate an organization that has achieved success. Identify at least two examples of business practices the organization employs that have helped it achieve success.

    · Based on the characteristics of a successful business that you have identified, analyze the ways in which your selected organization is currently successful. Provide two or more specific examples to support your response.

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

  • [Solved] Management

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (1)** – ## Week3Question.docx **## Week3Question.docx** Please watch the video for this week and write a 400–500-word post on the most important finding about business or corporate-level strategy. Book…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **files (1)**

    – ## Week3Question.docx

    **## Week3Question.docx**

    Please watch the video for this week and write a 400–500-word post on the most important finding about business or corporate-level strategy.

    Book

    Title: Management

    Author: Griffin

    Publisher: Cengage Publishing Company Year Published: 2017 Year Published Edition: Edition

    ISBN: 13: 9781305501294

    Video Link

    https://youtu.be/iuYlGRnC7J8?si=jMpyvGEgDBwIp8G0

    **## Week3Question.docx**

    Please watch the video for this week and write a 400–500-word post on the most important finding about business or corporate-level strategy.

    Book

    Title: Management

    Author: Griffin

    Publisher: Cengage Publishing Company Year Published: 2017 Year Published Edition: Edition

    ISBN: 13: 9781305501294

    Video Link

    https://youtu.be/iuYlGRnC7J8?si=jMpyvGEgDBwIp8G0

  • [Solved] ON TIME ON TIME ON TIME BUSINESS MANAGEMENT A+ WORK, ON TIME, NO PLAGARIZING; ON TIME

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) tutor discussion **files (2)** – ## CaseStudy2week4623.docx – ## Wk4DiscussionSimulationPregnancyDiscrimination.pdf **## CaseStudy2week4623.docx** **Case Study 2** **Workplace Harassment** **Case Study 1 prese…

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    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    tutor discussion

    **files (2)**

    – ## CaseStudy2week4623.docx

    – ## Wk4DiscussionSimulationPregnancyDiscrimination.pdf

    **## CaseStudy2week4623.docx**

    **Case Study 2**

    **Workplace Harassment**

    **Case Study 1 presented a case of quid pro quo harassment that also created a hostile work environment.**

    **To understand how name-calling can constitute an actionable hostile work environment, read this federal court opinion (click pdf link):**

    [Woods v. Cantrell [pdf](this link opens in a new window/tab)](https://myclassroom.apus.edu/content/enforced/1457733-813208/Readings/Week%204%20Case%20Study%202%20Woods%20v%20Cantrell%20ANNOT%20(1).pdf?isCourseFile=true&ou=1457733)

    As you read, please note the YELLOW highlighted  (or shaded) text, Footnote ("BUSN623 FN") explanatory comments, and HYPERLINKS have been added to this document as guidance to assist your learning for this Lesson. (Please do not ignore these additions, which are not part of the original court opinion but are part of your required  Learning Materials.)

    1. What was the conduct constituting unlawful harassment? How did it create a hostile work environment?

    2. Why was the employer liable for the harassment?

    3. What are the types of potential damages the aggrieved employee might be able to collect according to the court opinion?

    Be sure to review the Discussion Guidelines in Content prior to participating in the Discussions. You'll want to review the provided rubric for each Discussion prior to posting as well. If you need assistance working in the Discussions, review this 2-minute video on
    [How to Engage in the Discussions ](https://youtu.be/9WAYt5jQAqc).

    Do not post document attachments as your posts. Your posts should be made in the Discussion text boxes.

    Please read the instructions carefully for each Discussion, because some Discussions have special requirements. They are not all the same.

    Be sure to adhere to our course's
    [Academic Integrity Guidelines [content page]](https://myclassroom.apus.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=1457733&type=content&rcode=00D22884-7DC5-4408-809B-589E36B04C5A-741797).

    [Pregnancy Discrimination and Pregnancy-Related Disability Discrimination | U.S. Equal Employment Opportunity Commission](https://www.eeoc.gov/pregnancy-discrimination)

    [Title VII of the Civil Rights Act of 1964 | U.S. Equal Employment Opportunity Commission](https://www.eeoc.gov/statutes/title-vii-civil-rights-act-1964)

    **Week 4**

    **Discussion Prompt**

    ****Image credit:** [**ACLU**](https://www.aclu.org/issues/womens-rights/pregnancy-and-parenting-discrimination)**

    ****Pregnancy Discrimination****

    **Part of the Title VII of the Civil Rights Act is the Pregnancy Discrimination Act (PDA). The focus of a PDA claim is whether an employer's policy treats pregnant workers less favorably than it treats non-pregnant workers who are similar in their ability or inability to work; or whether an employer subjects a pregnant worker to a materially adverse employment action, including a hostile work environment, because of pregnancy. Most state laws are similar.**

    ****Read attached Case Study Evidence File**:**
    **[Simulation – Case Study Evidence File](https://myclassroom.apus.edu/content/enforced/1457733-813208/Wk4%20Discussion%20Simulation%20%20Pregnancy%20Discrimination.pdf)**

    **This week we are discussing the attached Simulation – Case Study, according to current U.S. discrimination laws. This Case Study is a copy of material from the case file of the terminated employee's attorney, who is preparing to sue the employer. In your initial main post develop the following:**

    **1. The Simulation presents evidence in meeting notes, conversations, and emails. Do you find evidence of pregnancy discrimination in employment?  For example, for evidence: what can you anticipate will be**
    **_testimony_ in the case? Who would you depose? What will be**
    **_written evidence_?**

    **2. Analyze the employer's conduct throughout the time period represented in the Simulation. Based on this Simulation recommend one (1) take-away lesson you would advise businesses for managing employment of pregnant workers.**

    **3. Note: Support your ideas with your learning materials and any research you wish to include. Remember, APA citations are not required.**

    **These references will assist you:**

    **·**

    **·**
    **[EEOC – Pregnancy Discrimination & Pregnancy-Related Disability Discrimination [gov. website]](https://www.eeoc.gov/pregnancy-discrimination)**

    **·**
    **[EEOC – Title VII of the Civil Rights Act [gov. website]](https://www.eeoc.gov/statutes/title-vii-civil-rights-act-1964)**

    **·**
    **[Invisible Bias: Subtle Signs of Pregnancy Discrimination [2024, Law Firm Blog]](https://lipskylowe.com/invisible-bias-subtle-signs-of-pregnancy-discrimination-at-work/)**

    **· Research case law -**
    **[Justia.com](https://www.justia.com/), Nexus in Trefry Library,**
    **[Google Scholar](https://scholar.google.com/) (also available in Trefry)**

    **## Wk4DiscussionSimulationPregnancyDiscrimination.pdf**

    Page 1 of 7

    Case Study Simulation

    BUSN623

    AlderlyCare Employer (AC) hired Mavis Employee (Mavis) on February 1, 2023, as a Department Head
    supervising a team of 4 managerial direct reports.

    Mavis reported directly to Carlee Director (Carlee). Carlee in turn reported directly to Bigly VP (Bigly).

    AC’s “Maternity Leave” Policy:

    At 49 employees, AC was not subject to the Family and Medical Leave Act (FMLA) but was well over
    the required number of employees to be covered by the PDA. AC had a maternity leave policy that
    provided for an employee to take up to eight (8) weeks of unpaid leave for pregnancy and birth of a
    child. The policy provided that the employee would keep the same – or equal – position at equivalent
    compensation and benefits upon return to work at expiration of leave. The employee could take less than
    eight weeks at the employee’s choice and leave time could be used intermittently during pregnancy at
    employee’s need and choice. This policy complied with the applicable state law.

    AC does not have an HR department.

    Timeline of Events:

    December 1, 2023: Carlee evaluated Mavis, writing: “meeting expectations in most categories.” No
    specific negatives were noted. Carlee also wrote a note, “With less than a year with us you have really
    pulled this Department together.”

    February 14, 2024: Mavis informed Carlee by email she was pregnant, generating the following email
    trail through February 21, 2024, among Mavis, Carlee, and Bigly.

    2.14.2024 4:00 pm

    To: Carlee@AC.org

    From: Mavis@AC.org

    RE: FYI – me

    Hi Carlee,

    So pleased to be able to share that I’m pregnant! All is well, expected arrival in late August.

    Best,

    Mavis

    Analyze Mavis Employee’s claim of discrimination and wrongful discharge against AlderlyCare
    Employer under the Pregnancy Discrimination Act (PDA) according to the following facts.

    Page 2 of 7

    2.14.2024 4:25 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    cc: Bigly @AC.org

    Re: FYI-me

    WOW Mavis!

    Congratulations, but this means I am going to be down a Department Head when you’re out and with one
    of your direct report positions open at the same time and needing a replacement due to Clyde’s retirement
    in August!

    Are you planning to take leave for this?

    Carlee

    2.15.2024 8:00 am

    To: Carlee@AC.org

    cc: Bigly@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Hi Carlee,

    Yes, I plan to take childbirth leave according to AC’s “Maternity Leave Policy.” I will submit the
    appropriate advance paperwork. At this time, my plan is to work close to my delivery date.

    Regarding Clyde’s retirement, shouldn’t we be searching for his replacement now, to come on before
    Clyde leaves? Clyde could then assist in training his replacement before he leaves at the end of August.

    Best,

    Mavis

    Page 3 of 7

    2.20.2024 10:00 am

    To: Mavis@AC.org

    cc: Carlee@AC.org

    From: Bigly@AC.org

    Re: FYI-me-LEAVE

    Dear Mavis,

    We certainly can start recruiting soon for Clyde’s replacement and I will discuss that with Carlee, but the
    fact remains that training the new person, assuming a suitable replacement can be hired by September, is
    the responsibility of that person’s Department Head. You will not be here in September. Clyde will still be
    here in August. Are you even planning to return from maternity leave? Many women don’t I hear. And
    what if you need to go out earlier than in August? We are happy for you but need to have a full staff.
    Clyde and you being gone at the same time is going to be a problem for Carlee with short staffing.

    If you are intending to return from leave, would you be willing to return in Clyde’s position? Then we
    could work on a replacement for the Department Head position now and you could provide a transition
    with your replacement this summer before you go out on leave.

    Please give this some thought.

    Bigly.

    2.21.2024 9:00 am

    To: Bigly@AC.org

    cc: Carlee@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Dear Bigly,

    Thank you for your email of 2.20.2019. I am surprised that my maternity has caused such concern. First,
    yes, I absolutely plan to return to work from leave to my position as Department Head, as provided by
    AC’s Maternity Leave Policy. You are proposing a demotion because I am pregnant and planning to use
    leave. I do not accept a demotion. I love my job.

    My department is running smoothly, as Carlee’s review supports. My short absence following the birth of
    my baby will not cause the disruption you fear. I will make sure everyone is prepared with what is needed
    to operate with Carlee’s onsite direction during my absence and I will always be reachable for questions.

    I would be happy to meet with you and Carlee any time to discuss any operational questions you might
    have and cover possible contingencies.

    Best,

    Mavis.

    March 4, 2024– At Mavis’ request, Mavis and Carlee met to discuss the projected timeline for Mavis’
    leave dates. Mavis also asked about recruitment for Clyde’s replacement to which Carlee did not respond

    March 22, 2024 – Carlee met with Mavis for a one-month performance improvement plan (PIP) for being
    late to work twice in 2 weeks and missing a department meeting due to a doctor’s appointment. Carlee
    said she realized the attendance was pregnancy related but set a bad precedent for the other employees
    and Mavis had not checked in with Carlee directly about the absences. Mavis stated she had left word
    with the department scheduler, not realizing Carlee wished a direct call, as prior to this she had never
    been late or missed a meeting. She also asked if anyone had complained and Carlee said “no,” but if
    Mavis was going to have trouble keeping up with her work, she should consider taking on a lesser role in
    the department. Mavis pointed out that the Maternity Leave Policy contemplated absences and this
    seemed to be a communication problem and a need to clarify what Carlee wanted. They agreed that
    instead of calling in “late” Mavis would take either a half or whole day leave under the policy for such
    occasions and do the same for doctor appointments. She would call in to Carlee directly to log the time.
    This would count against the 8 weeks maternity leave allotment. Carlee also noted there were no other
    problems with Mavis’ performance.

    July 15, 2024 – Bigly Meeting. (Events had progressed without incident. Mavis had used a total of 6 days
    intermittent credit against maternity leave since announcing her pregnancy in February. The PIP period
    from March had ended positively without incident.) Bigly met with Carlee and Mavis and advised Mavis
    that he had received a call that Clyde was gone as of now, instead of end of August, due to a heart attack.
    Bigly stated that Mavis was going to have to take on Clyde’s duties indefinitely, in addition to her own, as
    his position was not going to be filled at this time. Bigly wanted Mavis to perform an in-depth job
    analysis of Clyde’s position including cost/benefit, which he deemed she could do best while actually
    doing the job. Clyde’s duties required one day out-of-office travel per week within the city. Mavis would
    now need to work longer days, especially on the travel day, as well as performing the analysis, a major
    project. Mavis asked about additional compensation for the added work. Bigly replied there was none.
    Mavis asked, how long was this going to be? Bigly said it depended on her analysis, which he and Carlee
    would evaluate while she was out on leave, scheduled to begin August 26th. Mavis pointed out that this
    was in effect doubling her work. Bigly said her option was to move to Clyde’s position permanently, as
    had been previously offered; otherwise she had to take on Clyde’s job along with her Department Head
    position. Mavis thought to herself that she was not taking a demotion or quitting, so she agreed.

    Note: Mavis also briefly considered starting her leave earlier considering the stress this development
    posed, but she felt this would be unprofessional and, further, did not want to short change the post-partum
    time with her baby that she wanted the leave for. The considerably heavier schedule did prove to be a
    heavy burden.

    Page 4 of 7

    Page 5 of 7

    07.31.2024 6:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    Attached to this email is a draft of the Job Analysis with Cost/Benefit that Bigly requested for this job
    position. As you are aware I have been working long hours to cover this position. I would appreciate your
    eyes on this to see if I have covered what Bigly is after, before I finalize it. My leave is scheduled to begin
    on August 26th, and I want to have this finalized before then. If you could just give me some general
    comments and any direction needed if I’m off base, that would be very helpful.

    Thank you!

    Best,

    Mavis

    08.06.2024 9:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    In case you missed this, attached is my email of 07.31.2024 with my draft report/analysis of the Manager
    CXV Position that Bigly requested in our meeting on July 15, 2024. He wants this before my leave
    starts. I was hoping for your input before finalizing it. Do you have questions or comments I could use to
    finalize this?

    The extra work has been stressful, but I think I’ve covered what’s needed.

    Please advise as soon as possible.

    Thank you!

    Best,

    Mavis

    Page 6 of 7

    08.12.2024 4:00 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl – NOTES

    Hi Mavis:

    Sorry I haven’t answered you sooner. I have been slammed with other projects. I have finally taken a
    breath and reviewed your draft. Good idea to run it by me first. It needs a little work. Overall, you have
    hit the key areas but there are a few points that need some input. Unfortunately, Bigly did not give you a
    lot of direction on his thinking. He is trying to decide if Clyde’s position is still necessary. Clyde was here
    for 20 years. Should his approach and his duties be updated? Reimagined? Eliminated? A lot of what he
    did worked because of his people skills and relationships. How will those translate to someone new in the
    job? Have you been able to get a feel for the people? I don’t see any of that in your notes. Costs – I see
    you have factored in the department budget, and that’s good. If the job is reimagined how could that
    translate?

    If you think about these points and take a look at my notes attached, you have a good basis here to finalize
    this. Go ahead and do that and send it to Bigly with a copy to me. Knowing you, it won’t take you long to
    polish this up. I know your leave starts the 26th but Bigly is anxious for this so try to get it to him
    tomorrow if you can.

    By the way I spoke to Lois in the Q-Z Dept last week and she mentioned how well you are doing with
    everything on your plate right now. She said your report in the Strategy Meeting impressed everyone.
    Well done!

    Thanks for everything you are doing.

    Carlee.

    08.13.2024, 6:00 am

    AC VOICEMAIL SYSTEM – Transcript of Direct Message to Carlee Director

    “Message from: Outside Caller – Yeah, hi, Jason here, Mavis Employee’s husband? I am at the hospital
    with Mavis, and uh, we’re having a baby!! She’s doing ok; her blood pressure is up, and her water broke
    earlier than we planned, kinda scary….. but, yeah, …. so, uh,… so hey it’s all good right now….. so she’s
    not coming in today Carlee. ….heh…. I guess her leave is starting today Carlee……Thanks. Bye.”

    Page 7 of 7

    August 15, 2024

    [Letter to Mavis from Bigly VP, States the following:]

    Dear Mavis,

    I regret to inform you that effective as of the date of this letter your employment with AlderleyCare is
    terminated for cause. In review of your recent performance, especially the last 30 days of your work, I
    have found numerous job tasks left incomplete, notably a major report analysis of the Manager CXV
    Position. This report was assigned to you in July with the directive it would be complete before you
    departed on maternity leave. You left your position on leave without completing this critical report and as
    well as other tasks unfinished without direction to your staff. Further, earlier this year your Director
    issued you a PIP. More than once, you were given the opportunity to accept a less demanding position to
    help you do better, which you refused. Overall, your performance has been unacceptable for what we
    require of a Department Head.

    Your final paycheck is enclosed.

    Yours truly.

    Bigly VP

    ©APUS/LAshar/2025/BUSN623

    – American Public University System

    **## Wk4DiscussionSimulationPregnancyDiscrimination.pdf**

    Page 1 of 7

    Case Study Simulation

    BUSN623

    AlderlyCare Employer (AC) hired Mavis Employee (Mavis) on February 1, 2023, as a Department Head
    supervising a team of 4 managerial direct reports.

    Mavis reported directly to Carlee Director (Carlee). Carlee in turn reported directly to Bigly VP (Bigly).

    AC’s “Maternity Leave” Policy:

    At 49 employees, AC was not subject to the Family and Medical Leave Act (FMLA) but was well over
    the required number of employees to be covered by the PDA. AC had a maternity leave policy that
    provided for an employee to take up to eight (8) weeks of unpaid leave for pregnancy and birth of a
    child. The policy provided that the employee would keep the same – or equal – position at equivalent
    compensation and benefits upon return to work at expiration of leave. The employee could take less than
    eight weeks at the employee’s choice and leave time could be used intermittently during pregnancy at
    employee’s need and choice. This policy complied with the applicable state law.

    AC does not have an HR department.

    Timeline of Events:

    December 1, 2023: Carlee evaluated Mavis, writing: “meeting expectations in most categories.” No
    specific negatives were noted. Carlee also wrote a note, “With less than a year with us you have really
    pulled this Department together.”

    February 14, 2024: Mavis informed Carlee by email she was pregnant, generating the following email
    trail through February 21, 2024, among Mavis, Carlee, and Bigly.

    2.14.2024 4:00 pm

    To: Carlee@AC.org

    From: Mavis@AC.org

    RE: FYI – me

    Hi Carlee,

    So pleased to be able to share that I’m pregnant! All is well, expected arrival in late August.

    Best,

    Mavis

    Analyze Mavis Employee’s claim of discrimination and wrongful discharge against AlderlyCare
    Employer under the Pregnancy Discrimination Act (PDA) according to the following facts.

    Page 2 of 7

    2.14.2024 4:25 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    cc: Bigly @AC.org

    Re: FYI-me

    WOW Mavis!

    Congratulations, but this means I am going to be down a Department Head when you’re out and with one
    of your direct report positions open at the same time and needing a replacement due to Clyde’s retirement
    in August!

    Are you planning to take leave for this?

    Carlee

    2.15.2024 8:00 am

    To: Carlee@AC.org

    cc: Bigly@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Hi Carlee,

    Yes, I plan to take childbirth leave according to AC’s “Maternity Leave Policy.” I will submit the
    appropriate advance paperwork. At this time, my plan is to work close to my delivery date.

    Regarding Clyde’s retirement, shouldn’t we be searching for his replacement now, to come on before
    Clyde leaves? Clyde could then assist in training his replacement before he leaves at the end of August.

    Best,

    Mavis

    Page 3 of 7

    2.20.2024 10:00 am

    To: Mavis@AC.org

    cc: Carlee@AC.org

    From: Bigly@AC.org

    Re: FYI-me-LEAVE

    Dear Mavis,

    We certainly can start recruiting soon for Clyde’s replacement and I will discuss that with Carlee, but the
    fact remains that training the new person, assuming a suitable replacement can be hired by September, is
    the responsibility of that person’s Department Head. You will not be here in September. Clyde will still be
    here in August. Are you even planning to return from maternity leave? Many women don’t I hear. And
    what if you need to go out earlier than in August? We are happy for you but need to have a full staff.
    Clyde and you being gone at the same time is going to be a problem for Carlee with short staffing.

    If you are intending to return from leave, would you be willing to return in Clyde’s position? Then we
    could work on a replacement for the Department Head position now and you could provide a transition
    with your replacement this summer before you go out on leave.

    Please give this some thought.

    Bigly.

    2.21.2024 9:00 am

    To: Bigly@AC.org

    cc: Carlee@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Dear Bigly,

    Thank you for your email of 2.20.2019. I am surprised that my maternity has caused such concern. First,
    yes, I absolutely plan to return to work from leave to my position as Department Head, as provided by
    AC’s Maternity Leave Policy. You are proposing a demotion because I am pregnant and planning to use
    leave. I do not accept a demotion. I love my job.

    My department is running smoothly, as Carlee’s review supports. My short absence following the birth of
    my baby will not cause the disruption you fear. I will make sure everyone is prepared with what is needed
    to operate with Carlee’s onsite direction during my absence and I will always be reachable for questions.

    I would be happy to meet with you and Carlee any time to discuss any operational questions you might
    have and cover possible contingencies.

    Best,

    Mavis.

    March 4, 2024– At Mavis’ request, Mavis and Carlee met to discuss the projected timeline for Mavis’
    leave dates. Mavis also asked about recruitment for Clyde’s replacement to which Carlee did not respond

    March 22, 2024 – Carlee met with Mavis for a one-month performance improvement plan (PIP) for being
    late to work twice in 2 weeks and missing a department meeting due to a doctor’s appointment. Carlee
    said she realized the attendance was pregnancy related but set a bad precedent for the other employees
    and Mavis had not checked in with Carlee directly about the absences. Mavis stated she had left word
    with the department scheduler, not realizing Carlee wished a direct call, as prior to this she had never
    been late or missed a meeting. She also asked if anyone had complained and Carlee said “no,” but if
    Mavis was going to have trouble keeping up with her work, she should consider taking on a lesser role in
    the department. Mavis pointed out that the Maternity Leave Policy contemplated absences and this
    seemed to be a communication problem and a need to clarify what Carlee wanted. They agreed that
    instead of calling in “late” Mavis would take either a half or whole day leave under the policy for such
    occasions and do the same for doctor appointments. She would call in to Carlee directly to log the time.
    This would count against the 8 weeks maternity leave allotment. Carlee also noted there were no other
    problems with Mavis’ performance.

    July 15, 2024 – Bigly Meeting. (Events had progressed without incident. Mavis had used a total of 6 days
    intermittent credit against maternity leave since announcing her pregnancy in February. The PIP period
    from March had ended positively without incident.) Bigly met with Carlee and Mavis and advised Mavis
    that he had received a call that Clyde was gone as of now, instead of end of August, due to a heart attack.
    Bigly stated that Mavis was going to have to take on Clyde’s duties indefinitely, in addition to her own, as
    his position was not going to be filled at this time. Bigly wanted Mavis to perform an in-depth job
    analysis of Clyde’s position including cost/benefit, which he deemed she could do best while actually
    doing the job. Clyde’s duties required one day out-of-office travel per week within the city. Mavis would
    now need to work longer days, especially on the travel day, as well as performing the analysis, a major
    project. Mavis asked about additional compensation for the added work. Bigly replied there was none.
    Mavis asked, how long was this going to be? Bigly said it depended on her analysis, which he and Carlee
    would evaluate while she was out on leave, scheduled to begin August 26th. Mavis pointed out that this
    was in effect doubling her work. Bigly said her option was to move to Clyde’s position permanently, as
    had been previously offered; otherwise she had to take on Clyde’s job along with her Department Head
    position. Mavis thought to herself that she was not taking a demotion or quitting, so she agreed.

    Note: Mavis also briefly considered starting her leave earlier considering the stress this development
    posed, but she felt this would be unprofessional and, further, did not want to short change the post-partum
    time with her baby that she wanted the leave for. The considerably heavier schedule did prove to be a
    heavy burden.

    Page 4 of 7

    Page 5 of 7

    07.31.2024 6:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    Attached to this email is a draft of the Job Analysis with Cost/Benefit that Bigly requested for this job
    position. As you are aware I have been working long hours to cover this position. I would appreciate your
    eyes on this to see if I have covered what Bigly is after, before I finalize it. My leave is scheduled to begin
    on August 26th, and I want to have this finalized before then. If you could just give me some general
    comments and any direction needed if I’m off base, that would be very helpful.

    Thank you!

    Best,

    Mavis

    08.06.2024 9:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    In case you missed this, attached is my email of 07.31.2024 with my draft report/analysis of the Manager
    CXV Position that Bigly requested in our meeting on July 15, 2024. He wants this before my leave
    starts. I was hoping for your input before finalizing it. Do you have questions or comments I could use to
    finalize this?

    The extra work has been stressful, but I think I’ve covered what’s needed.

    Please advise as soon as possible.

    Thank you!

    Best,

    Mavis

    Page 6 of 7

    08.12.2024 4:00 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl – NOTES

    Hi Mavis:

    Sorry I haven’t answered you sooner. I have been slammed with other projects. I have finally taken a
    breath and reviewed your draft. Good idea to run it by me first. It needs a little work. Overall, you have
    hit the key areas but there are a few points that need some input. Unfortunately, Bigly did not give you a
    lot of direction on his thinking. He is trying to decide if Clyde’s position is still necessary. Clyde was here
    for 20 years. Should his approach and his duties be updated? Reimagined? Eliminated? A lot of what he
    did worked because of his people skills and relationships. How will those translate to someone new in the
    job? Have you been able to get a feel for the people? I don’t see any of that in your notes. Costs – I see
    you have factored in the department budget, and that’s good. If the job is reimagined how could that
    translate?

    If you think about these points and take a look at my notes attached, you have a good basis here to finalize
    this. Go ahead and do that and send it to Bigly with a copy to me. Knowing you, it won’t take you long to
    polish this up. I know your leave starts the 26th but Bigly is anxious for this so try to get it to him
    tomorrow if you can.

    By the way I spoke to Lois in the Q-Z Dept last week and she mentioned how well you are doing with
    everything on your plate right now. She said your report in the Strategy Meeting impressed everyone.
    Well done!

    Thanks for everything you are doing.

    Carlee.

    08.13.2024, 6:00 am

    AC VOICEMAIL SYSTEM – Transcript of Direct Message to Carlee Director

    “Message from: Outside Caller – Yeah, hi, Jason here, Mavis Employee’s husband? I am at the hospital
    with Mavis, and uh, we’re having a baby!! She’s doing ok; her blood pressure is up, and her water broke
    earlier than we planned, kinda scary….. but, yeah, …. so, uh,… so hey it’s all good right now….. so she’s
    not coming in today Carlee. ….heh…. I guess her leave is starting today Carlee……Thanks. Bye.”

    Page 7 of 7

    August 15, 2024

    [Letter to Mavis from Bigly VP, States the following:]

    Dear Mavis,

    I regret to inform you that effective as of the date of this letter your employment with AlderleyCare is
    terminated for cause. In review of your recent performance, especially the last 30 days of your work, I
    have found numerous job tasks left incomplete, notably a major report analysis of the Manager CXV
    Position. This report was assigned to you in July with the directive it would be complete before you
    departed on maternity leave. You left your position on leave without completing this critical report and as
    well as other tasks unfinished without direction to your staff. Further, earlier this year your Director
    issued you a PIP. More than once, you were given the opportunity to accept a less demanding position to
    help you do better, which you refused. Overall, your performance has been unacceptable for what we
    require of a Department Head.

    Your final paycheck is enclosed.

    Yours truly.

    Bigly VP

    ©APUS/LAshar/2025/BUSN623

    – American Public University System

    **## CaseStudy2week4623.docx**

    **Case Study 2**

    **Workplace Harassment**

    **Case Study 1 presented a case of quid pro quo harassment that also created a hostile work environment.**

    **To understand how name-calling can constitute an actionable hostile work environment, read this federal court opinion (click pdf link):**

    [Woods v. Cantrell [pdf](this link opens in a new window/tab)](https://myclassroom.apus.edu/content/enforced/1457733-813208/Readings/Week%204%20Case%20Study%202%20Woods%20v%20Cantrell%20ANNOT%20(1).pdf?isCourseFile=true&ou=1457733)

    As you read, please note the YELLOW highlighted  (or shaded) text, Footnote ("BUSN623 FN") explanatory comments, and HYPERLINKS have been added to this document as guidance to assist your learning for this Lesson. (Please do not ignore these additions, which are not part of the original court opinion but are part of your required  Learning Materials.)

    1. What was the conduct constituting unlawful harassment? How did it create a hostile work environment?

    2. Why was the employer liable for the harassment?

    3. What are the types of potential damages the aggrieved employee might be able to collect according to the court opinion?

    Be sure to review the Discussion Guidelines in Content prior to participating in the Discussions. You'll want to review the provided rubric for each Discussion prior to posting as well. If you need assistance working in the Discussions, review this 2-minute video on
    [How to Engage in the Discussions ](https://youtu.be/9WAYt5jQAqc).

    Do not post document attachments as your posts. Your posts should be made in the Discussion text boxes.

    Please read the instructions carefully for each Discussion, because some Discussions have special requirements. They are not all the same.

    Be sure to adhere to our course's
    [Academic Integrity Guidelines [content page]](https://myclassroom.apus.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=1457733&type=content&rcode=00D22884-7DC5-4408-809B-589E36B04C5A-741797).

    [Pregnancy Discrimination and Pregnancy-Related Disability Discrimination | U.S. Equal Employment Opportunity Commission](https://www.eeoc.gov/pregnancy-discrimination)

    [Title VII of the Civil Rights Act of 1964 | U.S. Equal Employment Opportunity Commission](https://www.eeoc.gov/statutes/title-vii-civil-rights-act-1964)

    **Week 4**

    **Discussion Prompt**

    ****Image credit:** [**ACLU**](https://www.aclu.org/issues/womens-rights/pregnancy-and-parenting-discrimination)**

    ****Pregnancy Discrimination****

    **Part of the Title VII of the Civil Rights Act is the Pregnancy Discrimination Act (PDA). The focus of a PDA claim is whether an employer's policy treats pregnant workers less favorably than it treats non-pregnant workers who are similar in their ability or inability to work; or whether an employer subjects a pregnant worker to a materially adverse employment action, including a hostile work environment, because of pregnancy. Most state laws are similar.**

    ****Read attached Case Study Evidence File**:**
    **[Simulation – Case Study Evidence File](https://myclassroom.apus.edu/content/enforced/1457733-813208/Wk4%20Discussion%20Simulation%20%20Pregnancy%20Discrimination.pdf)**

    **This week we are discussing the attached Simulation – Case Study, according to current U.S. discrimination laws. This Case Study is a copy of material from the case file of the terminated employee's attorney, who is preparing to sue the employer. In your initial main post develop the following:**

    **1. The Simulation presents evidence in meeting notes, conversations, and emails. Do you find evidence of pregnancy discrimination in employment?  For example, for evidence: what can you anticipate will be**
    **_testimony_ in the case? Who would you depose? What will be**
    **_written evidence_?**

    **2. Analyze the employer's conduct throughout the time period represented in the Simulation. Based on this Simulation recommend one (1) take-away lesson you would advise businesses for managing employment of pregnant workers.**

    **3. Note: Support your ideas with your learning materials and any research you wish to include. Remember, APA citations are not required.**

    **These references will assist you:**

    **·**

    **·**
    **[EEOC – Pregnancy Discrimination & Pregnancy-Related Disability Discrimination [gov. website]](https://www.eeoc.gov/pregnancy-discrimination)**

    **·**
    **[EEOC – Title VII of the Civil Rights Act [gov. website]](https://www.eeoc.gov/statutes/title-vii-civil-rights-act-1964)**

    **·**
    **[Invisible Bias: Subtle Signs of Pregnancy Discrimination [2024, Law Firm Blog]](https://lipskylowe.com/invisible-bias-subtle-signs-of-pregnancy-discrimination-at-work/)**

    **· Research case law -**
    **[Justia.com](https://www.justia.com/), Nexus in Trefry Library,**
    **[Google Scholar](https://scholar.google.com/) (also available in Trefry)**

    **## Wk4DiscussionSimulationPregnancyDiscrimination.pdf**

    Page 1 of 7

    Case Study Simulation

    BUSN623

    AlderlyCare Employer (AC) hired Mavis Employee (Mavis) on February 1, 2023, as a Department Head
    supervising a team of 4 managerial direct reports.

    Mavis reported directly to Carlee Director (Carlee). Carlee in turn reported directly to Bigly VP (Bigly).

    AC’s “Maternity Leave” Policy:

    At 49 employees, AC was not subject to the Family and Medical Leave Act (FMLA) but was well over
    the required number of employees to be covered by the PDA. AC had a maternity leave policy that
    provided for an employee to take up to eight (8) weeks of unpaid leave for pregnancy and birth of a
    child. The policy provided that the employee would keep the same – or equal – position at equivalent
    compensation and benefits upon return to work at expiration of leave. The employee could take less than
    eight weeks at the employee’s choice and leave time could be used intermittently during pregnancy at
    employee’s need and choice. This policy complied with the applicable state law.

    AC does not have an HR department.

    Timeline of Events:

    December 1, 2023: Carlee evaluated Mavis, writing: “meeting expectations in most categories.” No
    specific negatives were noted. Carlee also wrote a note, “With less than a year with us you have really
    pulled this Department together.”

    February 14, 2024: Mavis informed Carlee by email she was pregnant, generating the following email
    trail through February 21, 2024, among Mavis, Carlee, and Bigly.

    2.14.2024 4:00 pm

    To: Carlee@AC.org

    From: Mavis@AC.org

    RE: FYI – me

    Hi Carlee,

    So pleased to be able to share that I’m pregnant! All is well, expected arrival in late August.

    Best,

    Mavis

    Analyze Mavis Employee’s claim of discrimination and wrongful discharge against AlderlyCare
    Employer under the Pregnancy Discrimination Act (PDA) according to the following facts.

    Page 2 of 7

    2.14.2024 4:25 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    cc: Bigly @AC.org

    Re: FYI-me

    WOW Mavis!

    Congratulations, but this means I am going to be down a Department Head when you’re out and with one
    of your direct report positions open at the same time and needing a replacement due to Clyde’s retirement
    in August!

    Are you planning to take leave for this?

    Carlee

    2.15.2024 8:00 am

    To: Carlee@AC.org

    cc: Bigly@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Hi Carlee,

    Yes, I plan to take childbirth leave according to AC’s “Maternity Leave Policy.” I will submit the
    appropriate advance paperwork. At this time, my plan is to work close to my delivery date.

    Regarding Clyde’s retirement, shouldn’t we be searching for his replacement now, to come on before
    Clyde leaves? Clyde could then assist in training his replacement before he leaves at the end of August.

    Best,

    Mavis

    Page 3 of 7

    2.20.2024 10:00 am

    To: Mavis@AC.org

    cc: Carlee@AC.org

    From: Bigly@AC.org

    Re: FYI-me-LEAVE

    Dear Mavis,

    We certainly can start recruiting soon for Clyde’s replacement and I will discuss that with Carlee, but the
    fact remains that training the new person, assuming a suitable replacement can be hired by September, is
    the responsibility of that person’s Department Head. You will not be here in September. Clyde will still be
    here in August. Are you even planning to return from maternity leave? Many women don’t I hear. And
    what if you need to go out earlier than in August? We are happy for you but need to have a full staff.
    Clyde and you being gone at the same time is going to be a problem for Carlee with short staffing.

    If you are intending to return from leave, would you be willing to return in Clyde’s position? Then we
    could work on a replacement for the Department Head position now and you could provide a transition
    with your replacement this summer before you go out on leave.

    Please give this some thought.

    Bigly.

    2.21.2024 9:00 am

    To: Bigly@AC.org

    cc: Carlee@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Dear Bigly,

    Thank you for your email of 2.20.2019. I am surprised that my maternity has caused such concern. First,
    yes, I absolutely plan to return to work from leave to my position as Department Head, as provided by
    AC’s Maternity Leave Policy. You are proposing a demotion because I am pregnant and planning to use
    leave. I do not accept a demotion. I love my job.

    My department is running smoothly, as Carlee’s review supports. My short absence following the birth of
    my baby will not cause the disruption you fear. I will make sure everyone is prepared with what is needed
    to operate with Carlee’s onsite direction during my absence and I will always be reachable for questions.

    I would be happy to meet with you and Carlee any time to discuss any operational questions you might
    have and cover possible contingencies.

    Best,

    Mavis.

    March 4, 2024– At Mavis’ request, Mavis and Carlee met to discuss the projected timeline for Mavis’
    leave dates. Mavis also asked about recruitment for Clyde’s replacement to which Carlee did not respond

    March 22, 2024 – Carlee met with Mavis for a one-month performance improvement plan (PIP) for being
    late to work twice in 2 weeks and missing a department meeting due to a doctor’s appointment. Carlee
    said she realized the attendance was pregnancy related but set a bad precedent for the other employees
    and Mavis had not checked in with Carlee directly about the absences. Mavis stated she had left word
    with the department scheduler, not realizing Carlee wished a direct call, as prior to this she had never
    been late or missed a meeting. She also asked if anyone had complained and Carlee said “no,” but if
    Mavis was going to have trouble keeping up with her work, she should consider taking on a lesser role in
    the department. Mavis pointed out that the Maternity Leave Policy contemplated absences and this
    seemed to be a communication problem and a need to clarify what Carlee wanted. They agreed that
    instead of calling in “late” Mavis would take either a half or whole day leave under the policy for such
    occasions and do the same for doctor appointments. She would call in to Carlee directly to log the time.
    This would count against the 8 weeks maternity leave allotment. Carlee also noted there were no other
    problems with Mavis’ performance.

    July 15, 2024 – Bigly Meeting. (Events had progressed without incident. Mavis had used a total of 6 days
    intermittent credit against maternity leave since announcing her pregnancy in February. The PIP period
    from March had ended positively without incident.) Bigly met with Carlee and Mavis and advised Mavis
    that he had received a call that Clyde was gone as of now, instead of end of August, due to a heart attack.
    Bigly stated that Mavis was going to have to take on Clyde’s duties indefinitely, in addition to her own, as
    his position was not going to be filled at this time. Bigly wanted Mavis to perform an in-depth job
    analysis of Clyde’s position including cost/benefit, which he deemed she could do best while actually
    doing the job. Clyde’s duties required one day out-of-office travel per week within the city. Mavis would
    now need to work longer days, especially on the travel day, as well as performing the analysis, a major
    project. Mavis asked about additional compensation for the added work. Bigly replied there was none.
    Mavis asked, how long was this going to be? Bigly said it depended on her analysis, which he and Carlee
    would evaluate while she was out on leave, scheduled to begin August 26th. Mavis pointed out that this
    was in effect doubling her work. Bigly said her option was to move to Clyde’s position permanently, as
    had been previously offered; otherwise she had to take on Clyde’s job along with her Department Head
    position. Mavis thought to herself that she was not taking a demotion or quitting, so she agreed.

    Note: Mavis also briefly considered starting her leave earlier considering the stress this development
    posed, but she felt this would be unprofessional and, further, did not want to short change the post-partum
    time with her baby that she wanted the leave for. The considerably heavier schedule did prove to be a
    heavy burden.

    Page 4 of 7

    Page 5 of 7

    07.31.2024 6:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    Attached to this email is a draft of the Job Analysis with Cost/Benefit that Bigly requested for this job
    position. As you are aware I have been working long hours to cover this position. I would appreciate your
    eyes on this to see if I have covered what Bigly is after, before I finalize it. My leave is scheduled to begin
    on August 26th, and I want to have this finalized before then. If you could just give me some general
    comments and any direction needed if I’m off base, that would be very helpful.

    Thank you!

    Best,

    Mavis

    08.06.2024 9:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    In case you missed this, attached is my email of 07.31.2024 with my draft report/analysis of the Manager
    CXV Position that Bigly requested in our meeting on July 15, 2024. He wants this before my leave
    starts. I was hoping for your input before finalizing it. Do you have questions or comments I could use to
    finalize this?

    The extra work has been stressful, but I think I’ve covered what’s needed.

    Please advise as soon as possible.

    Thank you!

    Best,

    Mavis

    Page 6 of 7

    08.12.2024 4:00 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl – NOTES

    Hi Mavis:

    Sorry I haven’t answered you sooner. I have been slammed with other projects. I have finally taken a
    breath and reviewed your draft. Good idea to run it by me first. It needs a little work. Overall, you have
    hit the key areas but there are a few points that need some input. Unfortunately, Bigly did not give you a
    lot of direction on his thinking. He is trying to decide if Clyde’s position is still necessary. Clyde was here
    for 20 years. Should his approach and his duties be updated? Reimagined? Eliminated? A lot of what he
    did worked because of his people skills and relationships. How will those translate to someone new in the
    job? Have you been able to get a feel for the people? I don’t see any of that in your notes. Costs – I see
    you have factored in the department budget, and that’s good. If the job is reimagined how could that
    translate?

    If you think about these points and take a look at my notes attached, you have a good basis here to finalize
    this. Go ahead and do that and send it to Bigly with a copy to me. Knowing you, it won’t take you long to
    polish this up. I know your leave starts the 26th but Bigly is anxious for this so try to get it to him
    tomorrow if you can.

    By the way I spoke to Lois in the Q-Z Dept last week and she mentioned how well you are doing with
    everything on your plate right now. She said your report in the Strategy Meeting impressed everyone.
    Well done!

    Thanks for everything you are doing.

    Carlee.

    08.13.2024, 6:00 am

    AC VOICEMAIL SYSTEM – Transcript of Direct Message to Carlee Director

    “Message from: Outside Caller – Yeah, hi, Jason here, Mavis Employee’s husband? I am at the hospital
    with Mavis, and uh, we’re having a baby!! She’s doing ok; her blood pressure is up, and her water broke
    earlier than we planned, kinda scary….. but, yeah, …. so, uh,… so hey it’s all good right now….. so she’s
    not coming in today Carlee. ….heh…. I guess her leave is starting today Carlee……Thanks. Bye.”

    Page 7 of 7

    August 15, 2024

    [Letter to Mavis from Bigly VP, States the following:]

    Dear Mavis,

    I regret to inform you that effective as of the date of this letter your employment with AlderleyCare is
    terminated for cause. In review of your recent performance, especially the last 30 days of your work, I
    have found numerous job tasks left incomplete, notably a major report analysis of the Manager CXV
    Position. This report was assigned to you in July with the directive it would be complete before you
    departed on maternity leave. You left your position on leave without completing this critical report and as
    well as other tasks unfinished without direction to your staff. Further, earlier this year your Director
    issued you a PIP. More than once, you were given the opportunity to accept a less demanding position to
    help you do better, which you refused. Overall, your performance has been unacceptable for what we
    require of a Department Head.

    Your final paycheck is enclosed.

    Yours truly.

    Bigly VP

    ©APUS/LAshar/2025/BUSN623

    – American Public University System

    **## CaseStudy2week4623.docx**

    **Case Study 2**

    **Workplace Harassment**

    **Case Study 1 presented a case of quid pro quo harassment that also created a hostile work environment.**

    **To understand how name-calling can constitute an actionable hostile work environment, read this federal court opinion (click pdf link):**

    [Woods v. Cantrell [pdf](this link opens in a new window/tab)](https://myclassroom.apus.edu/content/enforced/1457733-813208/Readings/Week%204%20Case%20Study%202%20Woods%20v%20Cantrell%20ANNOT%20(1).pdf?isCourseFile=true&ou=1457733)

    As you read, please note the YELLOW highlighted  (or shaded) text, Footnote ("BUSN623 FN") explanatory comments, and HYPERLINKS have been added to this document as guidance to assist your learning for this Lesson. (Please do not ignore these additions, which are not part of the original court opinion but are part of your required  Learning Materials.)

    1. What was the conduct constituting unlawful harassment? How did it create a hostile work environment?

    2. Why was the employer liable for the harassment?

    3. What are the types of potential damages the aggrieved employee might be able to collect according to the court opinion?

    Be sure to review the Discussion Guidelines in Content prior to participating in the Discussions. You'll want to review the provided rubric for each Discussion prior to posting as well. If you need assistance working in the Discussions, review this 2-minute video on
    [How to Engage in the Discussions ](https://youtu.be/9WAYt5jQAqc).

    Do not post document attachments as your posts. Your posts should be made in the Discussion text boxes.

    Please read the instructions carefully for each Discussion, because some Discussions have special requirements. They are not all the same.

    Be sure to adhere to our course's
    [Academic Integrity Guidelines [content page]](https://myclassroom.apus.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=1457733&type=content&rcode=00D22884-7DC5-4408-809B-589E36B04C5A-741797).

    [Pregnancy Discrimination and Pregnancy-Related Disability Discrimination | U.S. Equal Employment Opportunity Commission](https://www.eeoc.gov/pregnancy-discrimination)

    [Title VII of the Civil Rights Act of 1964 | U.S. Equal Employment Opportunity Commission](https://www.eeoc.gov/statutes/title-vii-civil-rights-act-1964)

    **Week 4**

    **Discussion Prompt**

    ****Image credit:** [**ACLU**](https://www.aclu.org/issues/womens-rights/pregnancy-and-parenting-discrimination)**

    ****Pregnancy Discrimination****

    **Part of the Title VII of the Civil Rights Act is the Pregnancy Discrimination Act (PDA). The focus of a PDA claim is whether an employer's policy treats pregnant workers less favorably than it treats non-pregnant workers who are similar in their ability or inability to work; or whether an employer subjects a pregnant worker to a materially adverse employment action, including a hostile work environment, because of pregnancy. Most state laws are similar.**

    ****Read attached Case Study Evidence File**:**
    **[Simulation – Case Study Evidence File](https://myclassroom.apus.edu/content/enforced/1457733-813208/Wk4%20Discussion%20Simulation%20%20Pregnancy%20Discrimination.pdf)**

    **This week we are discussing the attached Simulation – Case Study, according to current U.S. discrimination laws. This Case Study is a copy of material from the case file of the terminated employee's attorney, who is preparing to sue the employer. In your initial main post develop the following:**

    **1. The Simulation presents evidence in meeting notes, conversations, and emails. Do you find evidence of pregnancy discrimination in employment?  For example, for evidence: what can you anticipate will be**
    **_testimony_ in the case? Who would you depose? What will be**
    **_written evidence_?**

    **2. Analyze the employer's conduct throughout the time period represented in the Simulation. Based on this Simulation recommend one (1) take-away lesson you would advise businesses for managing employment of pregnant workers.**

    **3. Note: Support your ideas with your learning materials and any research you wish to include. Remember, APA citations are not required.**

    **These references will assist you:**

    **·**

    **·**
    **[EEOC – Pregnancy Discrimination & Pregnancy-Related Disability Discrimination [gov. website]](https://www.eeoc.gov/pregnancy-discrimination)**

    **·**
    **[EEOC – Title VII of the Civil Rights Act [gov. website]](https://www.eeoc.gov/statutes/title-vii-civil-rights-act-1964)**

    **·**
    **[Invisible Bias: Subtle Signs of Pregnancy Discrimination [2024, Law Firm Blog]](https://lipskylowe.com/invisible-bias-subtle-signs-of-pregnancy-discrimination-at-work/)**

    **· Research case law -**
    **[Justia.com](https://www.justia.com/), Nexus in Trefry Library,**
    **[Google Scholar](https://scholar.google.com/) (also available in Trefry)**

    **## Wk4DiscussionSimulationPregnancyDiscrimination.pdf**

    Page 1 of 7

    Case Study Simulation

    BUSN623

    AlderlyCare Employer (AC) hired Mavis Employee (Mavis) on February 1, 2023, as a Department Head
    supervising a team of 4 managerial direct reports.

    Mavis reported directly to Carlee Director (Carlee). Carlee in turn reported directly to Bigly VP (Bigly).

    AC’s “Maternity Leave” Policy:

    At 49 employees, AC was not subject to the Family and Medical Leave Act (FMLA) but was well over
    the required number of employees to be covered by the PDA. AC had a maternity leave policy that
    provided for an employee to take up to eight (8) weeks of unpaid leave for pregnancy and birth of a
    child. The policy provided that the employee would keep the same – or equal – position at equivalent
    compensation and benefits upon return to work at expiration of leave. The employee could take less than
    eight weeks at the employee’s choice and leave time could be used intermittently during pregnancy at
    employee’s need and choice. This policy complied with the applicable state law.

    AC does not have an HR department.

    Timeline of Events:

    December 1, 2023: Carlee evaluated Mavis, writing: “meeting expectations in most categories.” No
    specific negatives were noted. Carlee also wrote a note, “With less than a year with us you have really
    pulled this Department together.”

    February 14, 2024: Mavis informed Carlee by email she was pregnant, generating the following email
    trail through February 21, 2024, among Mavis, Carlee, and Bigly.

    2.14.2024 4:00 pm

    To: Carlee@AC.org

    From: Mavis@AC.org

    RE: FYI – me

    Hi Carlee,

    So pleased to be able to share that I’m pregnant! All is well, expected arrival in late August.

    Best,

    Mavis

    Analyze Mavis Employee’s claim of discrimination and wrongful discharge against AlderlyCare
    Employer under the Pregnancy Discrimination Act (PDA) according to the following facts.

    Page 2 of 7

    2.14.2024 4:25 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    cc: Bigly @AC.org

    Re: FYI-me

    WOW Mavis!

    Congratulations, but this means I am going to be down a Department Head when you’re out and with one
    of your direct report positions open at the same time and needing a replacement due to Clyde’s retirement
    in August!

    Are you planning to take leave for this?

    Carlee

    2.15.2024 8:00 am

    To: Carlee@AC.org

    cc: Bigly@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Hi Carlee,

    Yes, I plan to take childbirth leave according to AC’s “Maternity Leave Policy.” I will submit the
    appropriate advance paperwork. At this time, my plan is to work close to my delivery date.

    Regarding Clyde’s retirement, shouldn’t we be searching for his replacement now, to come on before
    Clyde leaves? Clyde could then assist in training his replacement before he leaves at the end of August.

    Best,

    Mavis

    Page 3 of 7

    2.20.2024 10:00 am

    To: Mavis@AC.org

    cc: Carlee@AC.org

    From: Bigly@AC.org

    Re: FYI-me-LEAVE

    Dear Mavis,

    We certainly can start recruiting soon for Clyde’s replacement and I will discuss that with Carlee, but the
    fact remains that training the new person, assuming a suitable replacement can be hired by September, is
    the responsibility of that person’s Department Head. You will not be here in September. Clyde will still be
    here in August. Are you even planning to return from maternity leave? Many women don’t I hear. And
    what if you need to go out earlier than in August? We are happy for you but need to have a full staff.
    Clyde and you being gone at the same time is going to be a problem for Carlee with short staffing.

    If you are intending to return from leave, would you be willing to return in Clyde’s position? Then we
    could work on a replacement for the Department Head position now and you could provide a transition
    with your replacement this summer before you go out on leave.

    Please give this some thought.

    Bigly.

    2.21.2024 9:00 am

    To: Bigly@AC.org

    cc: Carlee@AC.org

    From: Mavis@AC.org

    Re: FYI-me – LEAVE

    Dear Bigly,

    Thank you for your email of 2.20.2019. I am surprised that my maternity has caused such concern. First,
    yes, I absolutely plan to return to work from leave to my position as Department Head, as provided by
    AC’s Maternity Leave Policy. You are proposing a demotion because I am pregnant and planning to use
    leave. I do not accept a demotion. I love my job.

    My department is running smoothly, as Carlee’s review supports. My short absence following the birth of
    my baby will not cause the disruption you fear. I will make sure everyone is prepared with what is needed
    to operate with Carlee’s onsite direction during my absence and I will always be reachable for questions.

    I would be happy to meet with you and Carlee any time to discuss any operational questions you might
    have and cover possible contingencies.

    Best,

    Mavis.

    March 4, 2024– At Mavis’ request, Mavis and Carlee met to discuss the projected timeline for Mavis’
    leave dates. Mavis also asked about recruitment for Clyde’s replacement to which Carlee did not respond

    March 22, 2024 – Carlee met with Mavis for a one-month performance improvement plan (PIP) for being
    late to work twice in 2 weeks and missing a department meeting due to a doctor’s appointment. Carlee
    said she realized the attendance was pregnancy related but set a bad precedent for the other employees
    and Mavis had not checked in with Carlee directly about the absences. Mavis stated she had left word
    with the department scheduler, not realizing Carlee wished a direct call, as prior to this she had never
    been late or missed a meeting. She also asked if anyone had complained and Carlee said “no,” but if
    Mavis was going to have trouble keeping up with her work, she should consider taking on a lesser role in
    the department. Mavis pointed out that the Maternity Leave Policy contemplated absences and this
    seemed to be a communication problem and a need to clarify what Carlee wanted. They agreed that
    instead of calling in “late” Mavis would take either a half or whole day leave under the policy for such
    occasions and do the same for doctor appointments. She would call in to Carlee directly to log the time.
    This would count against the 8 weeks maternity leave allotment. Carlee also noted there were no other
    problems with Mavis’ performance.

    July 15, 2024 – Bigly Meeting. (Events had progressed without incident. Mavis had used a total of 6 days
    intermittent credit against maternity leave since announcing her pregnancy in February. The PIP period
    from March had ended positively without incident.) Bigly met with Carlee and Mavis and advised Mavis
    that he had received a call that Clyde was gone as of now, instead of end of August, due to a heart attack.
    Bigly stated that Mavis was going to have to take on Clyde’s duties indefinitely, in addition to her own, as
    his position was not going to be filled at this time. Bigly wanted Mavis to perform an in-depth job
    analysis of Clyde’s position including cost/benefit, which he deemed she could do best while actually
    doing the job. Clyde’s duties required one day out-of-office travel per week within the city. Mavis would
    now need to work longer days, especially on the travel day, as well as performing the analysis, a major
    project. Mavis asked about additional compensation for the added work. Bigly replied there was none.
    Mavis asked, how long was this going to be? Bigly said it depended on her analysis, which he and Carlee
    would evaluate while she was out on leave, scheduled to begin August 26th. Mavis pointed out that this
    was in effect doubling her work. Bigly said her option was to move to Clyde’s position permanently, as
    had been previously offered; otherwise she had to take on Clyde’s job along with her Department Head
    position. Mavis thought to herself that she was not taking a demotion or quitting, so she agreed.

    Note: Mavis also briefly considered starting her leave earlier considering the stress this development
    posed, but she felt this would be unprofessional and, further, did not want to short change the post-partum
    time with her baby that she wanted the leave for. The considerably heavier schedule did prove to be a
    heavy burden.

    Page 4 of 7

    Page 5 of 7

    07.31.2024 6:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    Attached to this email is a draft of the Job Analysis with Cost/Benefit that Bigly requested for this job
    position. As you are aware I have been working long hours to cover this position. I would appreciate your
    eyes on this to see if I have covered what Bigly is after, before I finalize it. My leave is scheduled to begin
    on August 26th, and I want to have this finalized before then. If you could just give me some general
    comments and any direction needed if I’m off base, that would be very helpful.

    Thank you!

    Best,

    Mavis

    08.06.2024 9:00 am

    To: Carlee@AC.org

    From: Mavis@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl

    Dear Carlee,

    In case you missed this, attached is my email of 07.31.2024 with my draft report/analysis of the Manager
    CXV Position that Bigly requested in our meeting on July 15, 2024. He wants this before my leave
    starts. I was hoping for your input before finalizing it. Do you have questions or comments I could use to
    finalize this?

    The extra work has been stressful, but I think I’ve covered what’s needed.

    Please advise as soon as possible.

    Thank you!

    Best,

    Mavis

    Page 6 of 7

    08.12.2024 4:00 pm

    To: Mavis@AC.org

    From: Carlee@AC.org

    Re: Manager CXV Position Analysis (Review Draft)

    ATT/xcl – NOTES

    Hi Mavis:

    Sorry I haven’t answered you sooner. I have been slammed with other projects. I have finally taken a
    breath and reviewed your draft. Good idea to run it by me first. It needs a little work. Overall, you have
    hit the key areas but there are a few points that need some input. Unfortunately, Bigly did not give you a
    lot of direction on his thinking. He is trying to decide if Clyde’s position is still necessary. Clyde was here
    for 20 years. Should his approach and his duties be updated? Reimagined? Eliminated? A lot of what he
    did worked because of his people skills and relationships. How will those translate to someone new in the
    job? Have you been able to get a feel for the people? I don’t see any of that in your notes. Costs – I see
    you have factored in the department budget, and that’s good. If the job is reimagined how could that
    translate?

    If you think about these points and take a look at my notes attached, you have a good basis here to finalize
    this. Go ahead and do that and send it to Bigly with a copy to me. Knowing you, it won’t take you long to
    polish this up. I know your leave starts the 26th but Bigly is anxious for this so try to get it to him
    tomorrow if you can.

    By the way I spoke to Lois in the Q-Z Dept last week and she mentioned how well you are doing with
    everything on your plate right now. She said your report in the Strategy Meeting impressed everyone.
    Well done!

    Thanks for everything you are doing.

    Carlee.

    08.13.2024, 6:00 am

    AC VOICEMAIL SYSTEM – Transcript of Direct Message to Carlee Director

    “Message from: Outside Caller – Yeah, hi, Jason here, Mavis Employee’s husband? I am at the hospital
    with Mavis, and uh, we’re having a baby!! She’s doing ok; her blood pressure is up, and her water broke
    earlier than we planned, kinda scary….. but, yeah, …. so, uh,… so hey it’s all good right now….. so she’s
    not coming in today Carlee. ….heh…. I guess her leave is starting today Carlee……Thanks. Bye.”

    Page 7 of 7

    August 15, 2024

    [Letter to Mavis from Bigly VP, States the following:]

    Dear Mavis,

    I regret to inform you that effective as of the date of this letter your employment with AlderleyCare is
    terminated for cause. In review of your recent performance, especially the last 30 days of your work, I
    have found numerous job tasks left incomplete, notably a major report analysis of the Manager CXV
    Position. This report was assigned to you in July with the directive it would be complete before you
    departed on maternity leave. You left your position on leave without completing this critical report and as
    well as other tasks unfinished without direction to your staff. Further, earlier this year your Director
    issued you a PIP. More than once, you were given the opportunity to accept a less demanding position to
    help you do better, which you refused. Overall, your performance has been unacceptable for what we
    require of a Department Head.

    Your final paycheck is enclosed.

    Yours truly.

    Bigly VP

    ©APUS/LAshar/2025/BUSN623

    – American Public University System

  • [Solved] Week 6 Discussion- Capstone

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    **files (2)** – ## Week6DiscussionInstructions-Capstone.docx – ## Week6LearningResources-Capstone.docx **## Week6DiscussionInstructions-Capstone.docx** **Week 6 Discussion** **Capstone** **Overcoming Resistance to Change** Change can be difficult, even when it is inevitable. Therefore, change can of…

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    Assignment Prompt & Instructions

    **files (2)**

    – ## Week6DiscussionInstructions-Capstone.docx

    – ## Week6LearningResources-Capstone.docx

    **## Week6DiscussionInstructions-Capstone.docx**

    **Week 6 Discussion**

    **Capstone**

    **Overcoming Resistance to Change**

    Change can be difficult, even when it is inevitable. Therefore, change can often be met with resistance initially. Individuals resist change for many reasons, such as fearing the unknown, feeling overwhelmed, or believing a change will not last. However, once the resistance is overcome and a change grows into a habit or new baseline, most individuals will consider the effort worthwhile and may also do what they can to help others surpass the barriers they once faced. In this Discussion, you will consider a time when you resisted change and how you might use that experience to help a team overcome their resistance to changes.

    **To prepare for this Discussion:**

    · Think about a time when you needed to make a change, whether personal or professional, but were resisting it and what helped you overcome that resistance.

    · Also consider the role of a leader within an organization in helping individuals and teams overcome resistance to change.

    **Post** your explanation of how to overcome resistance to change at the individual and organizational level, to include the following:

    · Describe a time when you needed to make a change, whether personal or professional, but resisted it.

    · Analyze what was holding you back initially from making the necessary change and what helped you to overcome your resistance to the change.

    · Now put yourself in the position of a team leader within an organization. If you were called upon to lead change within your team and you encountered resistance, summarize how you might apply those lessons learned from your own life experience to help that team overcome their resistance to change.

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

    **## Week6DiscussionInstructions-Capstone.docx**

    **Week 6 Discussion**

    **Capstone**

    **Overcoming Resistance to Change**

    Change can be difficult, even when it is inevitable. Therefore, change can often be met with resistance initially. Individuals resist change for many reasons, such as fearing the unknown, feeling overwhelmed, or believing a change will not last. However, once the resistance is overcome and a change grows into a habit or new baseline, most individuals will consider the effort worthwhile and may also do what they can to help others surpass the barriers they once faced. In this Discussion, you will consider a time when you resisted change and how you might use that experience to help a team overcome their resistance to changes.

    **To prepare for this Discussion:**

    · Think about a time when you needed to make a change, whether personal or professional, but were resisting it and what helped you overcome that resistance.

    · Also consider the role of a leader within an organization in helping individuals and teams overcome resistance to change.

    **Post** your explanation of how to overcome resistance to change at the individual and organizational level, to include the following:

    · Describe a time when you needed to make a change, whether personal or professional, but resisted it.

    · Analyze what was holding you back initially from making the necessary change and what helped you to overcome your resistance to the change.

    · Now put yourself in the position of a team leader within an organization. If you were called upon to lead change within your team and you encountered resistance, summarize how you might apply those lessons learned from your own life experience to help that team overcome their resistance to change.

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

    **## Week6DiscussionInstructions-Capstone.docx**

    **Week 6 Discussion**

    **Capstone**

    **Overcoming Resistance to Change**

    Change can be difficult, even when it is inevitable. Therefore, change can often be met with resistance initially. Individuals resist change for many reasons, such as fearing the unknown, feeling overwhelmed, or believing a change will not last. However, once the resistance is overcome and a change grows into a habit or new baseline, most individuals will consider the effort worthwhile and may also do what they can to help others surpass the barriers they once faced. In this Discussion, you will consider a time when you resisted change and how you might use that experience to help a team overcome their resistance to changes.

    **To prepare for this Discussion:**

    · Think about a time when you needed to make a change, whether personal or professional, but were resisting it and what helped you overcome that resistance.

    · Also consider the role of a leader within an organization in helping individuals and teams overcome resistance to change.

    **Post** your explanation of how to overcome resistance to change at the individual and organizational level, to include the following:

    · Describe a time when you needed to make a change, whether personal or professional, but resisted it.

    · Analyze what was holding you back initially from making the necessary change and what helped you to overcome your resistance to the change.

    · Now put yourself in the position of a team leader within an organization. If you were called upon to lead change within your team and you encountered resistance, summarize how you might apply those lessons learned from your own life experience to help that team overcome their resistance to change.

    **## Week6LearningResources-Capstone.docx**

    **Week 6 Learning Resources**

    **Capstone**

    **SWOT Analysis**

    A SWOT analysis is a common strategic framework that focuses on an organization’s strengths, weaknesses, opportunities, and threats (SWOT). This framework will analyze the organization internally (through its strengths and weaknesses) and externally (through its opportunities and threats). Information gathered from a SWOT analysis can be used to make better, more informed decisions for an organization. Through these resources, you will examine the SWOT analysis, including some different perspectives and approaches on applying it to decision making.

    · Kenton, W. (2025, December 19).
    [_SWOT: What it is, how it works, and how to perform an analysis_ Links to an external site.](https://www.investopedia.com/terms/s/swot.asp). Investopedia. https://www.investopedia.com/terms/s/swot.asp

    · Minsky, L., & Aron, D. (2021, February 23).
    [Are you doing the SWOT analysis backwards?](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH067M6-PDF-ENG%2Frich-text) _Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

    · Niehaus, T. (2021, June 10)
    _._ [_Don’t jump into digital transformation without a readiness assessmentLinks to an external site._](https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7) . Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/06/10/dont-jump-into-digital-transformation-without-a-readiness-assessment/?sh=79919b8a76e7

    · OnStrategy. (n.d.).
    [_The strategic planning process in 4 steps_ Links to an external site.](https://onstrategyhq.com/resources/strategic-planning-process-basics/).
    [https://onstrategyhq.com/resources/strategic-planning-process-basics/](https://onstrategyhq.com/resources/strategic-planning-process-basics/)

    **Overcoming Resistance to Change**

    There is a plethora of reasons why organizations experience resistance to change. For example, there might be sunk costs associated with a process or technology that an organization’s leaders do not want to lose. As a result, they may resist a particular change, even though investing in a different process or technology could significantly increase productivity and profits. Change can be perceived as a threat, and most people (and organizations) are programmed to avoid threats. Managers and leaders often decline new initiatives and ideas, not because they are bad or unprofitable, but because they would require crossing the threshold of change that can be difficult to overcome. Using these resources, you will examine how organizations and their leadership can overcome resistance to change.

    · Baumgartner, N. (2019, March 22).
    [_Change is the new normal: How to build a resilient workplace_ Links to an external site.](https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2). Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/03/22/change-is-the-new-normal-how-to-build-a-resilient-workplace/?sh=3582c7f55fc2

    · GreggU. (2021, January 2).
    [_Overcoming resistance to change_ Links to an external site.](https://www.youtube.com/watch?v=or_t4Dg6dIU) [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

    · Lumen Learning. (n.d.).
    [Resistance to changeLinks to an external site.](https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/). In
    _Organizational behavior and human relations_ . https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/

    · Martins, J. (2026, January 3).
    [_Change management process: 6 steps for teams & leadersLinks to an external site._](https://asana.com/resources/change-management-process). Asana.
    [https://asana.com/resources/change-management-process](https://asana.com/resources/change-management-process)

    **Organizational Readiness**

    Have you ever heard the sentiment that you cannot make someone change unless they want to change themselves? Perhaps you have experienced this in your personal life, whether through yourself or someone else. There is often a catalyst to set the change in motion that can range from reading a short article to surviving a near-death experience. The same concept can be applied in business, except that catalyst might appear as a new competitor entering the market or insolvency within 6 months if circumstances remain unchanged. Using these resources, you will explore the importance of organizational readiness for change.

    · D’Amore-McKim School of Business. (2019, November 13).
    [_Organizational readiness assessment_ Links to an external site.](https://www.youtube.com/watch?v=STeYt-JJtNY) [Video]. YouTube. https://www.youtube.com/watch?v=STeYt-JJtNY

    · Dym, B., & Hutson, H. (2018).
    [_Leveraging organizational readiness for change_ Links to an external site.](https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/). The Systems Thinker. https://thesystemsthinker.com/leveraging-organizational-readiness-for-change/

    · PKF Texas. (2016, June 27).
    [_Five critical areas of change readiness_ Links to an external site.](https://www.youtube.com/watch?v=plzsMJfj9Ws) [Video]. YouTube.
    [https://www.youtube.com/watch?v=plzsMJfj9Ws](https://www.youtube.com/watch?v=plzsMJfj9Ws)

    **Evaluating Change Readiness**

    Assuming an organization has recognized its need for change and has broken past its resistance, what should it do next? Just because change may be necessary does not mean that it will always be easy to implement. It is important for leadership to determine how ready the organization is for the desired changes and then take the appropriate steps to ensure that transitions occur as smoothly as possible, not only from an operational standpoint but also in the attitudes and feelings among employees. Through these resources, you will examine how to evaluate how ready an organization is for change.

    · Combe, M. (2014).
    [_Change readiness: Focusing change management where it counts_ Links to an external site.](https://www.pmi.org/learning/library/change-readiness-11126). PMI. https://www.pmi.org/learning/library/change-readiness-11126

    · Tanner, R. (2020, December 25).
    [Is your organization ready for change?Links to an external site.](https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/) _Management Is a Journey_ . https://managementisajourney.com/three-questions-senior-leaders-must-ask-before-undertaking-organizational-change/

    **The Importance of Change Management**

    Have you ever worked for a company that was undergoing change? Whether that change was company-wide or affected just one department or team, there may have been some process in place to ensure that the affected individuals were aware of the change, the reason(s) for the change, and the process for how the change was going to take place. Leaders who have a solid grasp of change management principles and procedures can help to guide their teams through significant shifts in organizational goals, structure, technologies, and processes. And at the broader organizational level, the ability to manage change well can mean the difference between successful initiatives and ones that fail to deliver the desired results.

    · McKinsey & Company. (2016, March 22).
    [_Dan Levin: The importance of change management_ Links to an external site.](https://www.youtube.com/watch?v=NkGY_xblI3M) [Video]. YouTube. https://www.youtube.com/watch?v=NkGY_xblI3M

    · Prosci. (n.d.).
    [_Why you need a change management strategy_ Links to an external site.](https://www.prosci.com/resources/articles/change-management-strategy). https://www.prosci.com/resources/articles/change-management-strategy

    · Stobierski, T. (2020, January 21).
    [Organizational change management: What it is and why it’s importantLinks to an external site.](https://online.hbs.edu/blog/post/organizational-change-management).
    _Harvard Business School Online_ . https://online.hbs.edu/blog/post/organizational-change-management

  • [Solved] Week 5 Discussion Responses- Capstone

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    **files (3)** – ## Week5Discussion-Capstone1.docx – ## Week5LearningResources-Capstone.docx – Week5DiscussionResponses-Capstone.docx **## Week5Discussion-Capstone1.docx** **Week 5 Discussion- Capstone** **Healthy Organizational Culture** A healthy organization culture has a balance of working out ph…

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    Assignment Prompt & Instructions

    **files (3)**

    – ## Week5Discussion-Capstone1.docx

    – ## Week5LearningResources-Capstone.docx

    – Week5DiscussionResponses-Capstone.docx

    **## Week5Discussion-Capstone1.docx**

    **Week 5 Discussion- Capstone**

    **Healthy Organizational Culture**

    A healthy organization culture has a balance of working out physical wellbeing, integrity, communication and organization performance. For instance, fictional organization A, which has common workplace traits, encourages employee development and teamwork. Managers acknowledge employees' work and encourage professional development. They also enable work staff to voice concerns without fear of retribution. These practices help to foster trust, deepen engagement, and promote ethical decision-making (Schwartz, 2013). Having clear priorities in the organization can also help employees understand the role their work plays in larger organization objectives (Lencioni, 2024).

    **Unhealthy Organizational Culture**

    Another fictionalized health care organization, Organization B, focuses on productivity and neglects to attend to the concerns of the employee. Work loads are regularly overstated for the staff and resources. This practice can lead to stress, reduce morale and lead to employee turnover. The organization also has poor communication because employees have few opportunities to discuss workplace problems with managers. If employees' need is not addressed, they may feel uninvolved, and issues can persist with no resolution.

    **Improving Unhealthy Practices**

    Changes could be made within Organization B by assessing their work load and adjusting staffing accordingly. It would also be beneficial to set realistic goals for performance and give employees the proper resources needed. Meetings could also serve as a platform to bring forth suggestions and any problems that the employees might want to express. The leaders will have to pay attention to these issues with dignity and consistency. All of this may contribute to higher levels of trust and engagement and the removal of unnecessary stress in the workplace. As Goldman (2018) point out, organizational health can lead to better organizational performance showing that employee well-being and organizational results do not have to be competing priorities.

    **References**

    Goldman, J. (2018, July 26).
    _How to grow revenue and profit by focusing on organizational health_. Inc.com.

    Lencioni, P. (2024, November 25).
    _The six critical questions by Patrick Lencioni_ [Video]. YouTube.

    Schwartz, M. S. (2013). Developing and sustaining an ethical corporate culture: The core elements.
    _Business Horizons, 56_(1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **Week5DiscussionResponses-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week5discussionresponses-capstone-docx)

    **Week5DiscussionResponses-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week5discussionresponses-capstone-docx)

    **## Week5Discussion-Capstone1.docx**

    **Week 5 Discussion- Capstone**

    **Healthy Organizational Culture**

    A healthy organization culture has a balance of working out physical wellbeing, integrity, communication and organization performance. For instance, fictional organization A, which has common workplace traits, encourages employee development and teamwork. Managers acknowledge employees' work and encourage professional development. They also enable work staff to voice concerns without fear of retribution. These practices help to foster trust, deepen engagement, and promote ethical decision-making (Schwartz, 2013). Having clear priorities in the organization can also help employees understand the role their work plays in larger organization objectives (Lencioni, 2024).

    **Unhealthy Organizational Culture**

    Another fictionalized health care organization, Organization B, focuses on productivity and neglects to attend to the concerns of the employee. Work loads are regularly overstated for the staff and resources. This practice can lead to stress, reduce morale and lead to employee turnover. The organization also has poor communication because employees have few opportunities to discuss workplace problems with managers. If employees' need is not addressed, they may feel uninvolved, and issues can persist with no resolution.

    **Improving Unhealthy Practices**

    Changes could be made within Organization B by assessing their work load and adjusting staffing accordingly. It would also be beneficial to set realistic goals for performance and give employees the proper resources needed. Meetings could also serve as a platform to bring forth suggestions and any problems that the employees might want to express. The leaders will have to pay attention to these issues with dignity and consistency. All of this may contribute to higher levels of trust and engagement and the removal of unnecessary stress in the workplace. As Goldman (2018) point out, organizational health can lead to better organizational performance showing that employee well-being and organizational results do not have to be competing priorities.

    **References**

    Goldman, J. (2018, July 26).
    _How to grow revenue and profit by focusing on organizational health_. Inc.com.

    Lencioni, P. (2024, November 25).
    _The six critical questions by Patrick Lencioni_ [Video]. YouTube.

    Schwartz, M. S. (2013). Developing and sustaining an ethical corporate culture: The core elements.
    _Business Horizons, 56_(1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **Week5DiscussionResponses-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week5discussionresponses-capstone-docx)

    **## Week5Discussion-Capstone1.docx**

    **Week 5 Discussion- Capstone**

    **Healthy Organizational Culture**

    A healthy organization culture has a balance of working out physical wellbeing, integrity, communication and organization performance. For instance, fictional organization A, which has common workplace traits, encourages employee development and teamwork. Managers acknowledge employees' work and encourage professional development. They also enable work staff to voice concerns without fear of retribution. These practices help to foster trust, deepen engagement, and promote ethical decision-making (Schwartz, 2013). Having clear priorities in the organization can also help employees understand the role their work plays in larger organization objectives (Lencioni, 2024).

    **Unhealthy Organizational Culture**

    Another fictionalized health care organization, Organization B, focuses on productivity and neglects to attend to the concerns of the employee. Work loads are regularly overstated for the staff and resources. This practice can lead to stress, reduce morale and lead to employee turnover. The organization also has poor communication because employees have few opportunities to discuss workplace problems with managers. If employees' need is not addressed, they may feel uninvolved, and issues can persist with no resolution.

    **Improving Unhealthy Practices**

    Changes could be made within Organization B by assessing their work load and adjusting staffing accordingly. It would also be beneficial to set realistic goals for performance and give employees the proper resources needed. Meetings could also serve as a platform to bring forth suggestions and any problems that the employees might want to express. The leaders will have to pay attention to these issues with dignity and consistency. All of this may contribute to higher levels of trust and engagement and the removal of unnecessary stress in the workplace. As Goldman (2018) point out, organizational health can lead to better organizational performance showing that employee well-being and organizational results do not have to be competing priorities.

    **References**

    Goldman, J. (2018, July 26).
    _How to grow revenue and profit by focusing on organizational health_. Inc.com.

    Lencioni, P. (2024, November 25).
    _The six critical questions by Patrick Lencioni_ [Video]. YouTube.

    Schwartz, M. S. (2013). Developing and sustaining an ethical corporate culture: The core elements.
    _Business Horizons, 56_(1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **## Week5LearningResources-Capstone.docx**

    **Week 5 Learning Resources**

    **Capstone**

    **What Is Healthy Organization?**

    How would you define a “healthy organization”? Many individuals would consider a healthy organization to be one that earns the most profits or maintains long-term stability, but additional factors should be considered. If those outcomes were achieved through dishonorable practices or an overloaded and underpaid workforce, then it is likely most people would reassess how “healthy” that organization was. Using the following resources, you will explore what it means to have a healthy organization.

    · Goldman, J. (2018, July 26).
    [_How to grow revenue and profit by focusing on organizational health_ Links to an external site.](https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html). Inc.com. https://www.inc.com/jeremy-goldman/to-grow-revenue-profit-focus-on-organizational-health.html

    · HSMAmericas. (2010, September 22).
    [_Patrick Lencioni on the four disciplines of healthy organizations_ Links to an external site.](https://www.youtube.com/watch?v=SJAeFnd3QWE) [Video]. YouTube. https://www.youtube.com/watch?v=SJAeFnd3QWE

    · Lencioni, P. (2024, November 25).
    [_The six critical questions by Patrick Lencioni_ Links to an external site.](https://www.youtube.com/watch?v=cYMcvYPMzqk) [Video]. YouTube. https://www.youtube.com/watch?v=cYMcvYPMzqk

    · Starr, P. (2020, September).
    [Having it all: How to have both a healthy organization and strong performanceLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=bth&AN=147607679&site=eds-live&scope=site&custid=s6527200).
    _Smart Business Cleveland_ ,
    _32_ (1), 20.

    **Healthy Corporate Culture**

    A crucial component of a healthy organization is its corporate culture. An organization can demonstrate its commitment to a healthy corporate culture by focusing on its employees’ and customers’ well-being. A healthy culture recognizes the common values that describe an organization’s objectives, which can lead to prosperity, organizational consistency, and a more engaged workforce. Through these resources, you will examine the components of a healthy organizational culture.

    · Bregman, P. (2009, June 25).
    [A good way to change a corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH003DV-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Coleman, J. (2013, May 6).
    [Six components of a great corporate culture](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH00AKN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_ , 2–4. http://hbr.org

    · Geller, L. W. (2017, January 30).
    [Why good employees do bad thingsLinks to an external site.](https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things). s
    _trategy+business_ , (87). https://www.strategy-business.com/article/Why-Good-Employees-Do-Bad-Things

    · Schwartz, M. S. (2013).
    [Developing and sustaining an ethical corporate culture: The core elementsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681312001218?via=ihub).
    _Business Horizons_ ,
    _56_ (1), 39–50.
    [https://doi.org/10.1016/j.bushor.2012.09.002](https://doi.org/10.1016/j.bushor.2012.09.002)

    **Attributes of a Successful, Resilient Organization**

    How do you define a successful, resilient organization? More importantly, what can be done to create or sustain one? There are numerous variables to consider when answering these questions, and the answer may not always be clear. It is unlikely that there is a single approach that will solve every inevitable issue that organizations will face. While one approach may not solve every problem, combining multiple, time-tested business practices can improve the likelihood of success. Using these resources, you will explore what factors are important for a successful and resilient organization.

    · Borg, L. (2020, July 17).
    [_The essential role of agility in business success_ Links to an external site.](https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008). LinkedIn. https://www.linkedin.com/pulse/essential-role-agility-business-success-lori-borg/?articleId=6689919463724331008

    · Cook, C. (2025, June 23).
    [_13 characteristics of a successful businessLinks to an external site._](https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics). U.S. Chamber of Commerce. https://www.uschamber.com/co/start/strategy/successful-businesses-common-characteristics

    · Suarez, F. F., & Montes, J. S. (2020).
    [Building organizational resilience](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FS20062-PDF-ENG%2Frich-text).
    _Harvard Business Review_ ,
    _98_ (6), 47–52.

    · Teece, D. J., Raspin, P. G., & Cox, D. R. (2020, September 8).
    [Plotting strategy in a dynamic worldLinks to an external site.](https://www.proquest.com/scholarly-journals/plotting-strategy-dynamic-world/docview/2450654678/se-2?accountid=14872).
    _MIT Sloan Management Review_ ,
    _62_ (1), 28–33.

    · Thiemann, M. (2021, February 4).
    [_Why is agility so important to the success of companies?_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29) Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/02/04/why-is-agility-so-important-to-the-success-of-companies/?sh=1c750a956f29

    **Week5DiscussionResponses-Capstone.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week5discussionresponses-capstone-docx)

  • [Solved] Solve Mckinsey assessment game

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  • [Solved] TLMT4-2

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    see attached **files (2)** – ## WK4AssignmentInstructions.docx – ## WK4AssignmentCourseReference.pdf **## WK4AssignmentInstructions.docx** **Instructions** **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to referenc…

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    see attached

    **files (2)**

    – ## WK4AssignmentInstructions.docx

    – ## WK4AssignmentCourseReference.pdf

    **## WK4AssignmentInstructions.docx**

    **Instructions**

    **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to reference the text materials in the content of the paper as well as the Reference Page. You must ensure you reference and cite a source if you paraphrase or quote directly from an author or source. Likewise, written papers include real-world examples to support any general points. Keep your submissions clear, concise, focused, and succinct. Quality is preferred and not quantity of verbiage. Each written paper must be:

    □ 2-3 pages maximum (500-700 words)

    □ APA format

    □ Title page, introduction, conclusion, and reference page (no short answer format)

    Answer the following:

    1. Compare and contrast the just-in-time approach with the more traditional approach to managing inventory and manufacturing. You must include a title page, introduction, conclusion, and reference page.

    **## WK4AssignmentCourseReference.pdf**

    TLMT 201 – Retail Transportation
    Week 4

    Transcript of “Warehousing & Inventory Management” Video

    This week we will discuss Warehousing & Inventory Management. Warehousing is a great way
    to manage a multitude of functions. A company can use a warehouse to handle an overflow of
    products and store this overflow for future use. A warehouse can be used to consolidate a variety
    of products to distribute to various retail locations. Lastly, a warehouse can be used to provide
    timely and accurate delivery of products to local retail markets contributing to customer service
    and satisfaction. Therefore, a warehouse can be utilized for various reasons and are an integral
    part in providing retail customers and end users with goods and products they want and need.
    Likewise, it can create a competitive advantage within the retail industry as it often times reduces
    lead times and time to markets which assist in keeping regular inventory levels as well as
    seasonal and safety inventory at the appropriate levels.

    This brings us to site selection. A company must consider several things when determining the
    proper location for a distribution center or warehouse facility. Such as,

    • How much land will we need?
    • Can we expand, if needed?
    • How much does the land cost?
    • What are the zoning requirements?
    • Does the location have access to the interstate, rail, or waterways?
    • How does this access affect transit times?
    • How does this access contribute to delivery costs of our raw materials? And, how does

    this access affect detention charges or other additional costs due to the design and layout
    of the warehouse?

    • What utilities are available in this area?
    • What telecommunications are available?
    • What kind of workforce is available?
    • Are they local or state tax incentives?

    These are only a few questions that are important to ask when identifying a site for a warehouse
    or distribution center. All of these things and more affect the overall operations of a warehouse.
    So, that brings us to the design and layout of the warehouse.

    Next, it is necessary to review the layout of the warehouse as one of the major functions is
    storage and distribution.

    A warehouse should be designed based on the types of products stored as well as the type of
    equipment needs to pick the products for transport and distribution. The layout needs to be such
    that picking each product is a linear process which is the shortest distance from point A to point
    B. For example, a forklift operator picks a pallet of widgets off a shelf. The widgets are your
    fastest and most requested product. Therefore, this product needs to be placed as close to the
    loading area as possible for quick access to loading.

    Considerations for a warehouse layout are:
    • Types of shelves or storage areas. You must consider the size and height as well as if the

    product needs to be kept cool or dry
    • Number of aisles
    • Width of the aisles. You must consider the types of equipment you will need to pick the

    product for loading or unloading the product.
    • Placement of the products. This refers to how the product will be stored on the shelf the

    height of the product, and the proximity to the loading and unloading areas.

    As you can see, the next topic of discussion is how do you move the product in the most efficient
    manner?

    Remember the example used earlier with the forklift and widgets? Well, that’s what we call
    material handling equipment. A warehouse must use the proper equipment to move products and
    goods in the most timely and cost efficient manner possible.

    As with any business, warehouse managers must consider safety, security, and damage. In
    moving products and goods damage is inevitable; however, in a warehouse proper storage as
    well as packaging can alleviate some damage. That is why the layout of the warehouse is vital to
    reducing costs and damage claims. If the product is not handled and managed properly it is a
    waste of time and money all the way from production to transportation to the warehouse.

    Additional costs within a warehouse or distribution center are: storage costs, handling costs, and
    clerical costs.

    So, these costs are the costs of operating the warehouse or DC. These become contributing
    factors in the layout because storage costs are calculated based on space, value, and storage
    equipment.

    Whereas, handling costs are the costs associated with labor costs and the equipment needed to
    move the product. In other words, how much does it cost to pay Frank the forklifter to move a
    pallet of widgets? Labor costs, fuel costs, and pallet loads per pounds moved per hour, etc.
    Lastly, there are clerical costs in operating a warehouse or DC. These are costs determined by
    the time in preparing documentation as well as the volume of paperwork. Also, taking into
    consideration the technology and automation needed to complete these tasks.

    Now that we have reviewed the warehousing side of things, let’s look at inventory.

    There are three types of inventory:

    • Raw Materials: Manufacturers use raw materials to make something else. For example, a
    furniture manufacturer needs raw materials such as wood to produce their product.

    • Work in Progress: This refers to products in the manufacturing process but not yet
    finished.

    • Finished Goods: This is a completed product.

    All inventory will fall within one of these categories. Remember in the earlier example when we
    discussed widgets? The widgets were the most requested product so they were in close
    proximity to the loading and unloading areas. This is a good example of First In-First Out or
    FIFO which is one method for determining inventory value. Other methods are Last in-Last Out
    or LIFO, average cost, actual cost, and standard cost.

    As I mentioned, LIFO is Last in-Last Out which means that this value assessment assumes that a
    product that is the last in the door will be the first items to be sold or used.

    Average cost on the other hand, calculates the average unit cost for all items used within a
    specific timeframe.

    Actual cost is a method used to determine the specific cost of an item as it moves in, thru, and
    out of the facility.

    Lastly, is standard cost. This is a value that is assessed throughout a given period to include
    current, historical, and anticipated costs.

    Next, we need to briefly discuss inventory control. Inventory control includes 3 primary
    approaches: cyclical ordering system, order point or fixed order quantity system, and material
    requirements planning or MRP.

    A cyclical ordering system is time based which means that a retailer can receive orders at
    predetermined times. Have you ever ordered something via the telephone or online and it is a
    product that you will need say every 30 days? This is a good example of cyclical ordering
    systems. The supplier anticipates your need for the product and automatically ships the product
    by the time you need it.

    Next is order point or fixed order quantity system. This means that a retailer will receive their
    order to keep their inventory at a minimum or maximum level. Remember last week when we
    discussed safety inventory or safety stock. This is exactly what order point/fixed order is
    referring to as the supplier will ensure your inventory is kept at a fixed point or level.

    Last is the material requirements planning or MRP. This is a computerized method of managing
    inventory to include a master production schedule and bill of materials.

    In conclusion, we have discussed warehousing and inventory management to include site
    selection, design, layout, inventory control and value.

    **## WK4AssignmentCourseReference.pdf**

    TLMT 201 – Retail Transportation
    Week 4

    Transcript of “Warehousing & Inventory Management” Video

    This week we will discuss Warehousing & Inventory Management. Warehousing is a great way
    to manage a multitude of functions. A company can use a warehouse to handle an overflow of
    products and store this overflow for future use. A warehouse can be used to consolidate a variety
    of products to distribute to various retail locations. Lastly, a warehouse can be used to provide
    timely and accurate delivery of products to local retail markets contributing to customer service
    and satisfaction. Therefore, a warehouse can be utilized for various reasons and are an integral
    part in providing retail customers and end users with goods and products they want and need.
    Likewise, it can create a competitive advantage within the retail industry as it often times reduces
    lead times and time to markets which assist in keeping regular inventory levels as well as
    seasonal and safety inventory at the appropriate levels.

    This brings us to site selection. A company must consider several things when determining the
    proper location for a distribution center or warehouse facility. Such as,

    • How much land will we need?
    • Can we expand, if needed?
    • How much does the land cost?
    • What are the zoning requirements?
    • Does the location have access to the interstate, rail, or waterways?
    • How does this access affect transit times?
    • How does this access contribute to delivery costs of our raw materials? And, how does

    this access affect detention charges or other additional costs due to the design and layout
    of the warehouse?

    • What utilities are available in this area?
    • What telecommunications are available?
    • What kind of workforce is available?
    • Are they local or state tax incentives?

    These are only a few questions that are important to ask when identifying a site for a warehouse
    or distribution center. All of these things and more affect the overall operations of a warehouse.
    So, that brings us to the design and layout of the warehouse.

    Next, it is necessary to review the layout of the warehouse as one of the major functions is
    storage and distribution.

    A warehouse should be designed based on the types of products stored as well as the type of
    equipment needs to pick the products for transport and distribution. The layout needs to be such
    that picking each product is a linear process which is the shortest distance from point A to point
    B. For example, a forklift operator picks a pallet of widgets off a shelf. The widgets are your
    fastest and most requested product. Therefore, this product needs to be placed as close to the
    loading area as possible for quick access to loading.

    Considerations for a warehouse layout are:
    • Types of shelves or storage areas. You must consider the size and height as well as if the

    product needs to be kept cool or dry
    • Number of aisles
    • Width of the aisles. You must consider the types of equipment you will need to pick the

    product for loading or unloading the product.
    • Placement of the products. This refers to how the product will be stored on the shelf the

    height of the product, and the proximity to the loading and unloading areas.

    As you can see, the next topic of discussion is how do you move the product in the most efficient
    manner?

    Remember the example used earlier with the forklift and widgets? Well, that’s what we call
    material handling equipment. A warehouse must use the proper equipment to move products and
    goods in the most timely and cost efficient manner possible.

    As with any business, warehouse managers must consider safety, security, and damage. In
    moving products and goods damage is inevitable; however, in a warehouse proper storage as
    well as packaging can alleviate some damage. That is why the layout of the warehouse is vital to
    reducing costs and damage claims. If the product is not handled and managed properly it is a
    waste of time and money all the way from production to transportation to the warehouse.

    Additional costs within a warehouse or distribution center are: storage costs, handling costs, and
    clerical costs.

    So, these costs are the costs of operating the warehouse or DC. These become contributing
    factors in the layout because storage costs are calculated based on space, value, and storage
    equipment.

    Whereas, handling costs are the costs associated with labor costs and the equipment needed to
    move the product. In other words, how much does it cost to pay Frank the forklifter to move a
    pallet of widgets? Labor costs, fuel costs, and pallet loads per pounds moved per hour, etc.
    Lastly, there are clerical costs in operating a warehouse or DC. These are costs determined by
    the time in preparing documentation as well as the volume of paperwork. Also, taking into
    consideration the technology and automation needed to complete these tasks.

    Now that we have reviewed the warehousing side of things, let’s look at inventory.

    There are three types of inventory:

    • Raw Materials: Manufacturers use raw materials to make something else. For example, a
    furniture manufacturer needs raw materials such as wood to produce their product.

    • Work in Progress: This refers to products in the manufacturing process but not yet
    finished.

    • Finished Goods: This is a completed product.

    All inventory will fall within one of these categories. Remember in the earlier example when we
    discussed widgets? The widgets were the most requested product so they were in close
    proximity to the loading and unloading areas. This is a good example of First In-First Out or
    FIFO which is one method for determining inventory value. Other methods are Last in-Last Out
    or LIFO, average cost, actual cost, and standard cost.

    As I mentioned, LIFO is Last in-Last Out which means that this value assessment assumes that a
    product that is the last in the door will be the first items to be sold or used.

    Average cost on the other hand, calculates the average unit cost for all items used within a
    specific timeframe.

    Actual cost is a method used to determine the specific cost of an item as it moves in, thru, and
    out of the facility.

    Lastly, is standard cost. This is a value that is assessed throughout a given period to include
    current, historical, and anticipated costs.

    Next, we need to briefly discuss inventory control. Inventory control includes 3 primary
    approaches: cyclical ordering system, order point or fixed order quantity system, and material
    requirements planning or MRP.

    A cyclical ordering system is time based which means that a retailer can receive orders at
    predetermined times. Have you ever ordered something via the telephone or online and it is a
    product that you will need say every 30 days? This is a good example of cyclical ordering
    systems. The supplier anticipates your need for the product and automatically ships the product
    by the time you need it.

    Next is order point or fixed order quantity system. This means that a retailer will receive their
    order to keep their inventory at a minimum or maximum level. Remember last week when we
    discussed safety inventory or safety stock. This is exactly what order point/fixed order is
    referring to as the supplier will ensure your inventory is kept at a fixed point or level.

    Last is the material requirements planning or MRP. This is a computerized method of managing
    inventory to include a master production schedule and bill of materials.

    In conclusion, we have discussed warehousing and inventory management to include site
    selection, design, layout, inventory control and value.

    **## WK4AssignmentInstructions.docx**

    **Instructions**

    **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to reference the text materials in the content of the paper as well as the Reference Page. You must ensure you reference and cite a source if you paraphrase or quote directly from an author or source. Likewise, written papers include real-world examples to support any general points. Keep your submissions clear, concise, focused, and succinct. Quality is preferred and not quantity of verbiage. Each written paper must be:

    □ 2-3 pages maximum (500-700 words)

    □ APA format

    □ Title page, introduction, conclusion, and reference page (no short answer format)

    Answer the following:

    1. Compare and contrast the just-in-time approach with the more traditional approach to managing inventory and manufacturing. You must include a title page, introduction, conclusion, and reference page.

    **## WK4AssignmentCourseReference.pdf**

    TLMT 201 – Retail Transportation
    Week 4

    Transcript of “Warehousing & Inventory Management” Video

    This week we will discuss Warehousing & Inventory Management. Warehousing is a great way
    to manage a multitude of functions. A company can use a warehouse to handle an overflow of
    products and store this overflow for future use. A warehouse can be used to consolidate a variety
    of products to distribute to various retail locations. Lastly, a warehouse can be used to provide
    timely and accurate delivery of products to local retail markets contributing to customer service
    and satisfaction. Therefore, a warehouse can be utilized for various reasons and are an integral
    part in providing retail customers and end users with goods and products they want and need.
    Likewise, it can create a competitive advantage within the retail industry as it often times reduces
    lead times and time to markets which assist in keeping regular inventory levels as well as
    seasonal and safety inventory at the appropriate levels.

    This brings us to site selection. A company must consider several things when determining the
    proper location for a distribution center or warehouse facility. Such as,

    • How much land will we need?
    • Can we expand, if needed?
    • How much does the land cost?
    • What are the zoning requirements?
    • Does the location have access to the interstate, rail, or waterways?
    • How does this access affect transit times?
    • How does this access contribute to delivery costs of our raw materials? And, how does

    this access affect detention charges or other additional costs due to the design and layout
    of the warehouse?

    • What utilities are available in this area?
    • What telecommunications are available?
    • What kind of workforce is available?
    • Are they local or state tax incentives?

    These are only a few questions that are important to ask when identifying a site for a warehouse
    or distribution center. All of these things and more affect the overall operations of a warehouse.
    So, that brings us to the design and layout of the warehouse.

    Next, it is necessary to review the layout of the warehouse as one of the major functions is
    storage and distribution.

    A warehouse should be designed based on the types of products stored as well as the type of
    equipment needs to pick the products for transport and distribution. The layout needs to be such
    that picking each product is a linear process which is the shortest distance from point A to point
    B. For example, a forklift operator picks a pallet of widgets off a shelf. The widgets are your
    fastest and most requested product. Therefore, this product needs to be placed as close to the
    loading area as possible for quick access to loading.

    Considerations for a warehouse layout are:
    • Types of shelves or storage areas. You must consider the size and height as well as if the

    product needs to be kept cool or dry
    • Number of aisles
    • Width of the aisles. You must consider the types of equipment you will need to pick the

    product for loading or unloading the product.
    • Placement of the products. This refers to how the product will be stored on the shelf the

    height of the product, and the proximity to the loading and unloading areas.

    As you can see, the next topic of discussion is how do you move the product in the most efficient
    manner?

    Remember the example used earlier with the forklift and widgets? Well, that’s what we call
    material handling equipment. A warehouse must use the proper equipment to move products and
    goods in the most timely and cost efficient manner possible.

    As with any business, warehouse managers must consider safety, security, and damage. In
    moving products and goods damage is inevitable; however, in a warehouse proper storage as
    well as packaging can alleviate some damage. That is why the layout of the warehouse is vital to
    reducing costs and damage claims. If the product is not handled and managed properly it is a
    waste of time and money all the way from production to transportation to the warehouse.

    Additional costs within a warehouse or distribution center are: storage costs, handling costs, and
    clerical costs.

    So, these costs are the costs of operating the warehouse or DC. These become contributing
    factors in the layout because storage costs are calculated based on space, value, and storage
    equipment.

    Whereas, handling costs are the costs associated with labor costs and the equipment needed to
    move the product. In other words, how much does it cost to pay Frank the forklifter to move a
    pallet of widgets? Labor costs, fuel costs, and pallet loads per pounds moved per hour, etc.
    Lastly, there are clerical costs in operating a warehouse or DC. These are costs determined by
    the time in preparing documentation as well as the volume of paperwork. Also, taking into
    consideration the technology and automation needed to complete these tasks.

    Now that we have reviewed the warehousing side of things, let’s look at inventory.

    There are three types of inventory:

    • Raw Materials: Manufacturers use raw materials to make something else. For example, a
    furniture manufacturer needs raw materials such as wood to produce their product.

    • Work in Progress: This refers to products in the manufacturing process but not yet
    finished.

    • Finished Goods: This is a completed product.

    All inventory will fall within one of these categories. Remember in the earlier example when we
    discussed widgets? The widgets were the most requested product so they were in close
    proximity to the loading and unloading areas. This is a good example of First In-First Out or
    FIFO which is one method for determining inventory value. Other methods are Last in-Last Out
    or LIFO, average cost, actual cost, and standard cost.

    As I mentioned, LIFO is Last in-Last Out which means that this value assessment assumes that a
    product that is the last in the door will be the first items to be sold or used.

    Average cost on the other hand, calculates the average unit cost for all items used within a
    specific timeframe.

    Actual cost is a method used to determine the specific cost of an item as it moves in, thru, and
    out of the facility.

    Lastly, is standard cost. This is a value that is assessed throughout a given period to include
    current, historical, and anticipated costs.

    Next, we need to briefly discuss inventory control. Inventory control includes 3 primary
    approaches: cyclical ordering system, order point or fixed order quantity system, and material
    requirements planning or MRP.

    A cyclical ordering system is time based which means that a retailer can receive orders at
    predetermined times. Have you ever ordered something via the telephone or online and it is a
    product that you will need say every 30 days? This is a good example of cyclical ordering
    systems. The supplier anticipates your need for the product and automatically ships the product
    by the time you need it.

    Next is order point or fixed order quantity system. This means that a retailer will receive their
    order to keep their inventory at a minimum or maximum level. Remember last week when we
    discussed safety inventory or safety stock. This is exactly what order point/fixed order is
    referring to as the supplier will ensure your inventory is kept at a fixed point or level.

    Last is the material requirements planning or MRP. This is a computerized method of managing
    inventory to include a master production schedule and bill of materials.

    In conclusion, we have discussed warehousing and inventory management to include site
    selection, design, layout, inventory control and value.

    **## WK4AssignmentInstructions.docx**

    **Instructions**

    **Instructions:** Each written paper requires in-depth and detailed responses to the assignment question(s). The written papers need to reference the text materials in the content of the paper as well as the Reference Page. You must ensure you reference and cite a source if you paraphrase or quote directly from an author or source. Likewise, written papers include real-world examples to support any general points. Keep your submissions clear, concise, focused, and succinct. Quality is preferred and not quantity of verbiage. Each written paper must be:

    □ 2-3 pages maximum (500-700 words)

    □ APA format

    □ Title page, introduction, conclusion, and reference page (no short answer format)

    Answer the following:

    1. Compare and contrast the just-in-time approach with the more traditional approach to managing inventory and manufacturing. You must include a title page, introduction, conclusion, and reference page.

    **## WK4AssignmentCourseReference.pdf**

    TLMT 201 – Retail Transportation
    Week 4

    Transcript of “Warehousing & Inventory Management” Video

    This week we will discuss Warehousing & Inventory Management. Warehousing is a great way
    to manage a multitude of functions. A company can use a warehouse to handle an overflow of
    products and store this overflow for future use. A warehouse can be used to consolidate a variety
    of products to distribute to various retail locations. Lastly, a warehouse can be used to provide
    timely and accurate delivery of products to local retail markets contributing to customer service
    and satisfaction. Therefore, a warehouse can be utilized for various reasons and are an integral
    part in providing retail customers and end users with goods and products they want and need.
    Likewise, it can create a competitive advantage within the retail industry as it often times reduces
    lead times and time to markets which assist in keeping regular inventory levels as well as
    seasonal and safety inventory at the appropriate levels.

    This brings us to site selection. A company must consider several things when determining the
    proper location for a distribution center or warehouse facility. Such as,

    • How much land will we need?
    • Can we expand, if needed?
    • How much does the land cost?
    • What are the zoning requirements?
    • Does the location have access to the interstate, rail, or waterways?
    • How does this access affect transit times?
    • How does this access contribute to delivery costs of our raw materials? And, how does

    this access affect detention charges or other additional costs due to the design and layout
    of the warehouse?

    • What utilities are available in this area?
    • What telecommunications are available?
    • What kind of workforce is available?
    • Are they local or state tax incentives?

    These are only a few questions that are important to ask when identifying a site for a warehouse
    or distribution center. All of these things and more affect the overall operations of a warehouse.
    So, that brings us to the design and layout of the warehouse.

    Next, it is necessary to review the layout of the warehouse as one of the major functions is
    storage and distribution.

    A warehouse should be designed based on the types of products stored as well as the type of
    equipment needs to pick the products for transport and distribution. The layout needs to be such
    that picking each product is a linear process which is the shortest distance from point A to point
    B. For example, a forklift operator picks a pallet of widgets off a shelf. The widgets are your
    fastest and most requested product. Therefore, this product needs to be placed as close to the
    loading area as possible for quick access to loading.

    Considerations for a warehouse layout are:
    • Types of shelves or storage areas. You must consider the size and height as well as if the

    product needs to be kept cool or dry
    • Number of aisles
    • Width of the aisles. You must consider the types of equipment you will need to pick the

    product for loading or unloading the product.
    • Placement of the products. This refers to how the product will be stored on the shelf the

    height of the product, and the proximity to the loading and unloading areas.

    As you can see, the next topic of discussion is how do you move the product in the most efficient
    manner?

    Remember the example used earlier with the forklift and widgets? Well, that’s what we call
    material handling equipment. A warehouse must use the proper equipment to move products and
    goods in the most timely and cost efficient manner possible.

    As with any business, warehouse managers must consider safety, security, and damage. In
    moving products and goods damage is inevitable; however, in a warehouse proper storage as
    well as packaging can alleviate some damage. That is why the layout of the warehouse is vital to
    reducing costs and damage claims. If the product is not handled and managed properly it is a
    waste of time and money all the way from production to transportation to the warehouse.

    Additional costs within a warehouse or distribution center are: storage costs, handling costs, and
    clerical costs.

    So, these costs are the costs of operating the warehouse or DC. These become contributing
    factors in the layout because storage costs are calculated based on space, value, and storage
    equipment.

    Whereas, handling costs are the costs associated with labor costs and the equipment needed to
    move the product. In other words, how much does it cost to pay Frank the forklifter to move a
    pallet of widgets? Labor costs, fuel costs, and pallet loads per pounds moved per hour, etc.
    Lastly, there are clerical costs in operating a warehouse or DC. These are costs determined by
    the time in preparing documentation as well as the volume of paperwork. Also, taking into
    consideration the technology and automation needed to complete these tasks.

    Now that we have reviewed the warehousing side of things, let’s look at inventory.

    There are three types of inventory:

    • Raw Materials: Manufacturers use raw materials to make something else. For example, a
    furniture manufacturer needs raw materials such as wood to produce their product.

    • Work in Progress: This refers to products in the manufacturing process but not yet
    finished.

    • Finished Goods: This is a completed product.

    All inventory will fall within one of these categories. Remember in the earlier example when we
    discussed widgets? The widgets were the most requested product so they were in close
    proximity to the loading and unloading areas. This is a good example of First In-First Out or
    FIFO which is one method for determining inventory value. Other methods are Last in-Last Out
    or LIFO, average cost, actual cost, and standard cost.

    As I mentioned, LIFO is Last in-Last Out which means that this value assessment assumes that a
    product that is the last in the door will be the first items to be sold or used.

    Average cost on the other hand, calculates the average unit cost for all items used within a
    specific timeframe.

    Actual cost is a method used to determine the specific cost of an item as it moves in, thru, and
    out of the facility.

    Lastly, is standard cost. This is a value that is assessed throughout a given period to include
    current, historical, and anticipated costs.

    Next, we need to briefly discuss inventory control. Inventory control includes 3 primary
    approaches: cyclical ordering system, order point or fixed order quantity system, and material
    requirements planning or MRP.

    A cyclical ordering system is time based which means that a retailer can receive orders at
    predetermined times. Have you ever ordered something via the telephone or online and it is a
    product that you will need say every 30 days? This is a good example of cyclical ordering
    systems. The supplier anticipates your need for the product and automatically ships the product
    by the time you need it.

    Next is order point or fixed order quantity system. This means that a retailer will receive their
    order to keep their inventory at a minimum or maximum level. Remember last week when we
    discussed safety inventory or safety stock. This is exactly what order point/fixed order is
    referring to as the supplier will ensure your inventory is kept at a fixed point or level.

    Last is the material requirements planning or MRP. This is a computerized method of managing
    inventory to include a master production schedule and bill of materials.

    In conclusion, we have discussed warehousing and inventory management to include site
    selection, design, layout, inventory control and value.

  • [Solved] TLMT4-1

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    see attached **files (2)** – ## WhereIstheSafetyInventory.pdf – ## SafetyInventoryReportTemplate.doc **## WhereIstheSafetyInventory.pdf** Welcome to the Week three problem-based learning scenario. You are a retail customer. Pick a store you admire that is a “superstore,” national, or regional chain….

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    Assignment Prompt & Instructions

    see attached

    **files (2)**

    – ## WhereIstheSafetyInventory.pdf

    – ## SafetyInventoryReportTemplate.doc

    **## WhereIstheSafetyInventory.pdf**

    Welcome to the Week three
    problem-based learning scenario.
    You are a retail customer. Pick a

    store you admire that is a
    “superstore,” national, or regional

    chain. Visit the store and complete
    the tasks on the next page.

    1. Pick a store you admire that is a
    “superstore,” national, or regional
    chain.

    2. Visit the store. Look for items you
    normally purchase and see if any of the
    items are out of stock. If so, what are
    these types of products?

    3. How much safety inventory do you
    think they keep on hand, on-site? If
    something you want is not “in stock,”
    how quickly can they get it? If they do
    not have it, where is it stored—that is,
    who maintains the costs associated with
    their safety inventory?

    4. Complete the “Safety Inventory” Report
    and post your report in the Week 4
    Discussion Board area.

    For those of you who are deployed:
    1. What types of items require safety

    stock? What happens when you run out
    of stock?

    2. What is the process for getting more
    supplies? Where do these supplies
    come from?

    – Slide Number 1
    – Slide Number 2
    – Slide Number 3

    **## SafetyInventoryReportTemplate.doc**

    **Discussion Board Scenario:**

    **Instructions:** Pick a store you admire “TARGET Inc.” Visit the store. Discuss the process you went through and give details regarding the ease or difficulty in finding the information. Also, cite the sources of the information collected and provide any additional information you deem necessary to support your discussion.

    In order to complete the requirements for this assignment you must post your report AND respond to at least one classmate.

    **Safety Inventory Report**

    **Problem/Scenario:** Identify and describe the retail chain/store you selected for this problem or scenario. Explain in detail the reasons for your selection of this particular retail chain/store.

    **Actions Required:** What actions are required to complete this exercise? What process did you use to complete the exercise? Who did you speak with? What did you see? Be specific.

    **What information did you find, collect, or observe?**(i.e., out of stock items, observations, etc.) Be specific.

    **What were the challenges?** Be specific.

    **Solution:** Explain in detail solutions that may be beneficial to this particular store in supplying the retail customer with goods or products they need and want
    _when_ they need and want them. Therefore, how can this retail chain/store increase its efficiency in its safety inventory or safety stock?

    Use your textbook readings and supplemental materials as supporting evidence of your statements and claims.

    **## SafetyInventoryReportTemplate.doc**

    **Discussion Board Scenario:**

    **Instructions:** Pick a store you admire “TARGET Inc.” Visit the store. Discuss the process you went through and give details regarding the ease or difficulty in finding the information. Also, cite the sources of the information collected and provide any additional information you deem necessary to support your discussion.

    In order to complete the requirements for this assignment you must post your report AND respond to at least one classmate.

    **Safety Inventory Report**

    **Problem/Scenario:** Identify and describe the retail chain/store you selected for this problem or scenario. Explain in detail the reasons for your selection of this particular retail chain/store.

    **Actions Required:** What actions are required to complete this exercise? What process did you use to complete the exercise? Who did you speak with? What did you see? Be specific.

    **What information did you find, collect, or observe?**(i.e., out of stock items, observations, etc.) Be specific.

    **What were the challenges?** Be specific.

    **Solution:** Explain in detail solutions that may be beneficial to this particular store in supplying the retail customer with goods or products they need and want
    _when_ they need and want them. Therefore, how can this retail chain/store increase its efficiency in its safety inventory or safety stock?

    Use your textbook readings and supplemental materials as supporting evidence of your statements and claims.

    **## WhereIstheSafetyInventory.pdf**

    Welcome to the Week three
    problem-based learning scenario.
    You are a retail customer. Pick a

    store you admire that is a
    “superstore,” national, or regional

    chain. Visit the store and complete
    the tasks on the next page.

    1. Pick a store you admire that is a
    “superstore,” national, or regional
    chain.

    2. Visit the store. Look for items you
    normally purchase and see if any of the
    items are out of stock. If so, what are
    these types of products?

    3. How much safety inventory do you
    think they keep on hand, on-site? If
    something you want is not “in stock,”
    how quickly can they get it? If they do
    not have it, where is it stored—that is,
    who maintains the costs associated with
    their safety inventory?

    4. Complete the “Safety Inventory” Report
    and post your report in the Week 4
    Discussion Board area.

    For those of you who are deployed:
    1. What types of items require safety

    stock? What happens when you run out
    of stock?

    2. What is the process for getting more
    supplies? Where do these supplies
    come from?

    – Slide Number 1
    – Slide Number 2
    – Slide Number 3

    **## SafetyInventoryReportTemplate.doc**

    **Discussion Board Scenario:**

    **Instructions:** Pick a store you admire “TARGET Inc.” Visit the store. Discuss the process you went through and give details regarding the ease or difficulty in finding the information. Also, cite the sources of the information collected and provide any additional information you deem necessary to support your discussion.

    In order to complete the requirements for this assignment you must post your report AND respond to at least one classmate.

    **Safety Inventory Report**

    **Problem/Scenario:** Identify and describe the retail chain/store you selected for this problem or scenario. Explain in detail the reasons for your selection of this particular retail chain/store.

    **Actions Required:** What actions are required to complete this exercise? What process did you use to complete the exercise? Who did you speak with? What did you see? Be specific.

    **What information did you find, collect, or observe?**(i.e., out of stock items, observations, etc.) Be specific.

    **What were the challenges?** Be specific.

    **Solution:** Explain in detail solutions that may be beneficial to this particular store in supplying the retail customer with goods or products they need and want
    _when_ they need and want them. Therefore, how can this retail chain/store increase its efficiency in its safety inventory or safety stock?

    Use your textbook readings and supplemental materials as supporting evidence of your statements and claims.

    **## WhereIstheSafetyInventory.pdf**

    Welcome to the Week three
    problem-based learning scenario.
    You are a retail customer. Pick a

    store you admire that is a
    “superstore,” national, or regional

    chain. Visit the store and complete
    the tasks on the next page.

    1. Pick a store you admire that is a
    “superstore,” national, or regional
    chain.

    2. Visit the store. Look for items you
    normally purchase and see if any of the
    items are out of stock. If so, what are
    these types of products?

    3. How much safety inventory do you
    think they keep on hand, on-site? If
    something you want is not “in stock,”
    how quickly can they get it? If they do
    not have it, where is it stored—that is,
    who maintains the costs associated with
    their safety inventory?

    4. Complete the “Safety Inventory” Report
    and post your report in the Week 4
    Discussion Board area.

    For those of you who are deployed:
    1. What types of items require safety

    stock? What happens when you run out
    of stock?

    2. What is the process for getting more
    supplies? Where do these supplies
    come from?

    – Slide Number 1
    – Slide Number 2
    – Slide Number 3

    **## SafetyInventoryReportTemplate.doc**

    **Discussion Board Scenario:**

    **Instructions:** Pick a store you admire “TARGET Inc.” Visit the store. Discuss the process you went through and give details regarding the ease or difficulty in finding the information. Also, cite the sources of the information collected and provide any additional information you deem necessary to support your discussion.

    In order to complete the requirements for this assignment you must post your report AND respond to at least one classmate.

    **Safety Inventory Report**

    **Problem/Scenario:** Identify and describe the retail chain/store you selected for this problem or scenario. Explain in detail the reasons for your selection of this particular retail chain/store.

    **Actions Required:** What actions are required to complete this exercise? What process did you use to complete the exercise? Who did you speak with? What did you see? Be specific.

    **What information did you find, collect, or observe?**(i.e., out of stock items, observations, etc.) Be specific.

    **What were the challenges?** Be specific.

    **Solution:** Explain in detail solutions that may be beneficial to this particular store in supplying the retail customer with goods or products they need and want
    _when_ they need and want them. Therefore, how can this retail chain/store increase its efficiency in its safety inventory or safety stock?

    Use your textbook readings and supplemental materials as supporting evidence of your statements and claims.